“FACTORS AFFECTING JOB ROTATION AND THEIR IMPACT ON EMPLOYEES PERFRMANCE” By TAUSEEF AHMAD
DEPARTMENT OF MANAGEMENT SCIENCES CITY UNIVERSITY OF SCIENCE & INFORMATION TECHNOLOGY PESHAWAR, PAKISTAN. SESSION 2010-11
“FACTORS AFFECTING JOB ROTATION AND THEIR IMPACT ON EMPLOYEES PERFRMANCE” By TAUSEEF AHMAD (HRM)
Research Report is submitted to the City University of Science & Information Tec hnology in Partial fulfillment of the requirements for the Degree of Master in B usiness Administration (HRM) DEPARTMENT OF MANAGEMENT SCIENCES CITY UNIVERSITY OF SCIENCE & INFORMATION TECHNOLOGY PESHAWAR, PAKISTAN. SESSION 2010-11
“FACTORS AFFECTING JOB ROTATION AND THEIR IMPACT ON EMPLOYEES PERFRMANCE” APPROVAL SHEET This Research project is submitted in partial for fulfillment of the requirement of the degree in Master of Business Administration, Department of Management sc iences, City University of science and information Technology Peshawar. Approved By 1)
Supervisor:
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Danish Wasim 2)
Internal Examiner:
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3)
Internal Examiner
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4)
Head of the Department :
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(Prof. Dr. Jehanzeb) DEPARTMENT OF MANAGEMENT SCIENCES CITY UNIVERSITY OF SCIENCE & INFORMATION TECHNOLOGY PESHAWAR, PAKISTAN. SESSION 2010-11
Acknowledgement First of all, I am greatly thankful to all mighty Allah who gave me courage and spirit to conduct and to complete down this research paper. I would like to thanks to respected head of the department of Management Science s Sir Dr. Muhammad JehanZeb for his encouragement and support throughout my rese arch projects as well as my whole MBA degree programmed. I want thanks to my supervisor Sir Danish Wasim who supervised me with his hones t efforts and supported and encouraged me to conduct and complete this research report. The faculty members of Management Sciences have contributed immensely to my personal grooming and profession time at City University. They have been a source of courage and guidance as well as good advice and collaboration. All my family members are worth to be thanked and for their encouragement and su pport.
Abstract The research report investigated and examined the major factors that causes job rotation and to know the impact of job rotation on employees performance. Those factors were workload, and job carrier that how they affects the employees perfo rmance. The report was conducted on Pakistan telecom sectors (PTCL) at Peshawar khyber b azar Peshawar city. The report was made by choosing a sample of 32 employees out of 46 employees. The data was gathered by using a questionnaires that was distr ibuted in 32 employees and only 30 gives their feedback. This report results shows a significant relation between job rotation factors a nd employees performance in Results and discussion chapter 5.
Table of contents CHAPTER 1 INTRODUCTION………………………..…………………………….01 1.1) Introduction…………….…………………………………………02 1.2) Research Questions….………………………………………….02 1.3) Research Objectives…….……………………………………….03 Chapter 2 Literature review………………………………………………………04 2.1) Literature Review………………………………………...……….05 2.2) Hypothesis to be tested.................................................... ........20 Chapter 3 Research Methodology ........................................................... .....21 3.1) Source of data............................................................. .............22 3.2) Research Instrument....................................................... ........22 3.3) Sample design.............................................................. ............22 3.4 Population/ Universe........................................................ ..........22 3.5)Sample size................................................................. ..............23 3.6) Analytical Technique....................................................... .........23 Chapter 4 RESULTS AND DISCUSSION.......................................................24 CHAPTER 5 Conclusions and Recommendations..........................................28 5.1) Conclusions ………………………………………………....…....29 5.2) Recommendations……………………………………………….29 References...................................................................... ...............30 Appendix........................................................................ .................36 Questionnaire................................................................... ...............36
CHAPTER ONE INTRODUCTION
1.1) Introduction Job rotation is used by management to rotate human resources in sequence of rela ted tasks to their present jobs. It is used to decrease the boredom and to incre ase the motivation of employees by increasing their satisfaction level. Job rot ation is also called job mobility, but mostly horizontal mobility is termed as j ob rotation while vertical job mobility is known as Promotion. Job mobility is u sed to develop employee’s present KSA’s level for a present job. It is used as a too l to reduce the work load. It is also brings promotion and act as a tool for job carrier. Because employees in organization use job rotation as mobility ladder for promot ion. The politics to choose one job over the other results to increase in salari es and increments, reduction of workload, gain of authority of decision making a nd power. Job rotation is used by management as a tool to give current employees on job training or to cross train them. Job rotation is used to give employees in order to improve their KSA’s level if there is a vacant post appears then sudde n employment at that position may not be possible, management divides that job i n rotating employees to assign a task to each rotated employee in order to make that job to be done. This report shows that job rotation is good practice for or ganization as well as for employees. It also investigates the factors that caus e job rotation. 1.2) Research Questions 1. How job rotation affects the performance of employee? 2. What factors bring excitement and motivation in employees towards best p erformance in order to bring better performance after job rotation? 3. What are different factors causing job rotation and affecting performanc e? 1.3) Research Objectives 1. To know significant relationship among job rotation and performance of e mployees. 2. To know what rotation factors brings excitement and motivation in employ ees towards best performance in order to bring better performance after job rota tion. 3. To know how different factors affecting job rotation and performance.
CHAPTER 2 LITERATURE REVIEW
2.1) Literature Review Their dullness is decreased through job variation and rotated staffs are expose to the company’s many functions processes (j Ortega 1999). Management uses job rot ation as a factor to extend the experiences of employees by using cross-training so that they know their strong and weak points (Erikson & Ortega, 2001). As Ouchi (1981) notes, "A lifetime job rotation applies to all employees in a la rge number Japanese companies. An electrical engineer may from circuit design to manufacture to assembly, a technician can work on another machine or in a diffe rent division every few years, and all managers will run through all parts of th e business. "Based on case studies of several large steel mills, Koike [1984, 63 -5] argues that job rotation was practiced in Japan for the late 1950. Studies s how that job rotation has become widespread in other Japanese industries as regu larly pursued, for example, a number of big companies like Toyota. Monden (1983) Possibly inspired by the economic success of Japanese companies, t here is a growing interest in job rotation in the U.S. The literature aimed at m anager positions essays that job rotation, and recent research to promote the wo rk of practices has found that many companies have established workplace transfo rmations that are a form of job rotation. Perhaps less known is the practice of job rotation by local businesses. E-g job rotation was a regular practice durin g the nineteenth century in the organization of work in a joint prominent Americ an religious movement called the United Society of Believers, commonly known as the Shakers, as evidenced by the diaries and the diaries of many Shaker members. Andrews [1963, 108-12], Brewer [1986, 81]). The study of these sources, Andrews [1932, 31] notes that "the daily diaries kept by many a brother or sister witnes
s the diversity of tasks and work was often part of daily routine, and expressio ns of satisfaction or relief as the chronicler was entering or leaving a particu lar profession that a rotation system work brought. "Another well-known local co mmunity Kibbutz in Israel, job rotation has worked for many decades (Helman [198 8], Leiben stein [1989]). Although these examples do not exhaust the list of organizations that have carri ed out the work rotation, help to address some of the linkages between firms are different top were in completely different times, places and market structures. Among these interactions, we see them both as the most important. The first is that each one of these companies has job rotation is part of a series of "unconv entional" characteristics. Example, Japanese companies described as different ways of providing employment life, which is between employees and management (or producers co-op), or a manag ement philosophy of "crazy people. (McCormick, Marshall [1987], and Miyazaki [1993]). Similarly, municipalities, bo th the Shakers and the kibbutz seek equitable principles of ownership of propert y and distribution of production. This example clearly shows the sharp contrast in properties between the companies that practice job rotation. Contractual and other companies with specialized workers were in traditional employer-employee r elationship with the company. The argument is also supported by Osterman s [1994, 177] overview of innovative practices in manufacturing facilities in the U.S., which revealed that although only 11.7% of the devices used only as a flexible job rotation practices, "inclu ding Centers dealing with at least one flexible working practice, 56.3% used job rotate. "The data on the effect of job rotation is shown that some company’s char acteristics are more likely than the normal business practice for job rotation. The second commonality is that companies are moving work is referred to as innov ative. For example, in an attempt to take Japan s post-war economic success, Ao ki and Rosenberg [1989] emphasize the success of Japanese companies in innovatio n and product development. The Shakers also known to be both innovative and imag inative Williams [1957], White and Taylor 1904, ch. 17). A lack of work experience can be a major drawback for new graduates when applying for entry level positions, a nd even more so when there are few employment opportunities. This was the case i n the tight labor market conditions of the mid-1990s in South Australia, when th e trainee program was established at Flinders University Library by the then Uni versity Librarian, Mr Bill Cations. As noted by Pamment, "the South Australian c limate saw a stagnant job market, offering limited opportunities for new graduat es. Many newly qualified librarians were employed as library assistants, an unqu alified entry level, with little opportunity to move to a professional position, either within or outside their organizations.” (2008, p659). At the time of the trainee program s inception, it was not unusual for entry le vel librarian Vacancies to attract between 60 and 120 applications for a single position (Cati ons, n.d.). As the selection criteria for such positions in enviably required re levant experience, newly qualified librarians were unlikely to even be short-li sted for an interview. This was an obvious concern for succession planning, with Cations stating that "if we could not find a place for them [new librarians] i n our organization ... it would be detrimental to the long term development of o ur library an d the library profession." (n.d.) The trainee program was thus conceived to provide new librarians "the chance of being competitive in the workforce" (Cations, 2008, p2 4). Essentially, it allow ed new graduates the opportunity of an entry level librarian position without ha ving to compete with more experienced applicants. It acknowledged the applicants’ lack of experience by offering appointments at one level lower than the lowest l evel for experienced librarians, and then gives them workplace learning through job rotations.
Job rotation is just one of the many workplace learning tools (Malinski, 2002). While there have been many definitions of the practice (as described by Earney and Martins, 2009), there is agreement that rotations occur amongst employees at the same level of responsibility within an organization for a fixed period of t ime. Job rotation schemes are often used with new graduate employees, especially in medium to large sized organizations, in preparation for appointment to a sub stantive post (Bennett, 2003, p7). Job rotation can be seen to promote employee learning (in that it makes employees more versatile) as well as employer learnin g (employers learn about individual employees’ strengths through rotation) (Erikss on and Ortega, 200 6, p653). However, it has been suggested that rotation is bet ter at building some skills over others; fo r example, it improves knowledge abo ut the organization more than technical expertise According to Campion, Michael Chera and Skin (1994) "mobility of job is lateral transport employees from one job to other in an organization. "Job rotation is used for the employment of an employee group on-the-job training. But there are other types of job rotation, if the daily work runs on ergonomic issues, and reg ularly runs for the appointment and orientation. Job rotation in Japan since lat e 1950 and soon spread abroad in the world. He developed and incorporated as an active tool for the job market in Denmark in late 1980 and paid much attention t o as a joint development between employers, unions and training institutions. No w there more and more companies have had job rotation in many countries. Even th e governments of some countries have job rotation as a tool for promoting employ ment. Many have studied the positive and negative effects of job rotation for co mpanies, and differences in job rotation practices different countries are compa red. We focus on another aspect of the job rotation: the contribution of job rot ation on human capital. Includes four aspects also beneficial effects on the acq uisition of human capital, the preservation of human chapter on the translation of human capital and develop human capital businesses. Job rotation is used to increase the learning of employees by shift them from on e job to another job by which they learn new skills and knowledge about the rota ted job. Three theories of job rotation that explains there leaning mechanism of employees are: employee learning theory; Employer learning theory and the theor y of employee motivation. Employees learn theory implies that employees running more knowledge and skills because they are exposed to a wider range of experienc es. The more the movement of workers, the more it learns. The learning theory is that the employer of the company itself learn about their own employees through the rotation and find the job that a worker is better. The formal theory of inc entives on job rotation can motivate employees would otherwise bored and tired o f always the same tasks. These theories offer different predictions about the ty pes of workers are more likely to rotate and the nature of the companies’ rotation is more likely the career’s literature, like much of the literature in organizati onal behavior. Pfeffer, 1982, is dominated by a perspective that focuses on the individual or O rganization in isolation and argues either implicitly or explicitly from an effi ciency-oriented or value or goal attainment perspective. Thus, individual career choices are presumed to reflect individual goals, needs, personality, or intere sts. Hall, 1976: Ch.2), and the applications literature deriving from such a foc us is Oriented to self-assessment and self-discovery procedures to enhance indiv idual Career planning. Crites, 1973; Hall, 1976: Ch.2; Strong, 1943. The organization’s task is seen as o ne of defining the relevant abilities, which derive from the technical requireme nts of work, devising screening and selection systems to pick the most able appl icants, and then devising training programs, job rotation, and promotion ladders ~ that motivate and retain as well as develop skills in the workforce Hall, 1976: Ch.6; Schein, 1977; Schneider, 1976. The applications-oriented liter ature Developing from this perspective focuses both on the analysis of jobs in t erms of Skill requirements and task attributes (McCormick and Tiffin, 1974; Schn
eider,1976: Ch.2)and on screening procedures(e.g.,BrayandGrant,1966;Hall,1976: C h.4), Promotion and job rotation practices(Katz,1982;PelzandAndrews,1966;Weliban k, etal.,1978) and training and socialization efforts(e.g., Bassand Vaughan,1966 ; Berlewand Hall, 1966; Morgan, Hall, and Martier, 1979; VanMaanen, 1982) to Produce a motivated and skilled workforce. The purpose of this chapter is to und erstand what is the relation between job rotation and job carrier? Following lit erature supports this question once inside the organization; employees are assig ned to specific positions With specific titles. They then face mobility prospect s that depend not only on their Own ability and motivation but also on the place of their specific job in job ladders and the overall status system of the organ ization. Some organizations promote primarily from within, others hire extensive ly from outside. Ceteris paribus, one’s mobility chances inside an organization ar e enhanced by its having promotion from within policies, as one then competes ag ainst a smaller number of candidates. One’s chances are also better if the organiz ation is growing (Stewman and Konda, 1983) and if one’s entering cohort was compar atively small (for this argument on a societal level, see Easterlin, 1980). Mobi lity prospects are affected not only by whether or not there is an internal labo r market, but also whether not one’s own position is in such a labor market (e.g., Carroll and Mayer, 1986). The comment, “that is a dead-end job” implies that it doe s not lead to higher, more responsible, or better paying positions. Some jobs pr epare one for other jobs, and others do not. This has to do not only with the ob jective nature of the job, but also what kind of Career ladders and relationship s among jobs the organization has defined. It is an interesting example of the i ndividualistic, a structural bias in much of the mobility and careers literatur e that almost without exception, studies of mobility focus on individual attribu tes rather than the person’s position and its place in the overall job structure I f mobility prospects are affected’ by whether or not the organization has an inter nal labor market(DoeringerandPiore,1971)as well as by whether or not one’s job is in a ladder leading to higher level positions, then it is important to understan d ‘both the determinants of internal labor market arrangements as well as the fact ors affecting the shape and scope of career ladders. To this point, there has be en only limited attention to these questions, both of which have political eleme nts in their answers. Pfeffer and Cohen (1984) examined the determinants of the extent of internal lab or market practices in a sample of almost 300 organizations in the San Francisco Bay area. They found that such practices, Including promotion from Within and h iring from the outside only in a few, limited positions, were positively related to the organization’s having a personnel department ,to its being a branch establ ishment, to the degree of technological change and training provided, and to its being in the core sector of the economy. Internal labor market arrangements wer e negatively related to the percentage of the workforce covered by collective ba rgaining. As in the case of hiring standards, the influence of two important int erests, personnel professionals and unions, is evident. In analyzing the structu re of jobs and whether or not jobs are placed job ladders, there is some evidenc e for the importance of the politics of gender. Baron, Davis-Blake, and Biel by (1986) analyzed job ladders in 100 establishments in Ca lifornia . At the establishment level of analysis, they found that the presence of job ladders tended to be positively related to size, to being linked to a lar ger establishment, to the provisions of establishment-specific training, and to being in the manufacturing sector. Internal labor market practices were negative ly related to the use of unit technology and to the percent of professional, tec hnical, and managerial jobs. Their study did not replicate the Pfeffer and Cohen finding of the negative effect of unionization. However, further analysis by th e authors indicated that establishment-level factors only basically distinguishe d between those places with any internal labor market practices and those with n one, and did not correlate well with the degree of internal opportunity. Baron, etal.(1986) then proceeded to analyze the place of jobs in career ladders at the job level of analysis, examining as dependent variables things such as w hether or not a job was in a career ladder, whether or not the job was on the bo ttom of such a ladder, and whether or not the job was dead-end(in other words, h
ad some prospects for mobility).They found that in larger organizations, jobs we re more likely to be in job ladders, and in unionized organizations, jobs were l ess likely to be in ladders. Baron and his colleagues also observed that “women’s jo bs are significantly less likely to be in job ladders. Moreover, among jobs in l adders, men’s jobs were...some what less likely to be dead-ended”(1986: 265). The Baron et al.,(1986) results are quite consistent with political perspective On career mobility. Note that their findings indicate that the structure of Oppo rtunity depends on the strength of various labor market interests such as Unions and professional, technical, and managerial workers as well as on gender. The Baron et al.,() Measure of union strength is basically dichotomous, and no effort was made to explore the correlates of the extent of gender-based structur ing of job opportunities. One might certainly expect that at some point, there w ould be enough women in an organization, particularly if they occupied higher le vel positions, to change the job structure to overcome some of the biases which retard women’s mobility. Indeed, one might examine the effect of numbers of person s of various demographic groups on the place of jobs occupied primarily by those demographic groups in organizational career ladders. And, in a similar fashion, one could examine career ladders leading into higher level positions as they va ried by department, with the prediction being that more powerful departments wou ld have career ladders that led more to higher level organizational positions. Baron and Biel by(1986) also studied a related phenomenon, the Proliferation of job titles or how finely jobs are classified. Once again, the effect of interes ts was observed. They found that the presence of unions reduced job title prolif eration while the presence of personnel specialization increased the number of t itles, controlling for other factors such as organizational size and technology. They found that personnel specialization was particularly strongly related to j ob title proliferation out side of the manufacturing sector. Job titles are impo rtant for, among other things, people are paid according to the title of the job they hold. Baron and Biel by (1986) suggested that one of the factors motivating a prolifer ation of job titles is the desire to give different names to jobs being done by both men and women, so that the jobs being done primarily or exclusively by wome n can be paid less. Indeed, this issue is the foundation of the comparable worth debate as well as being the object of wage discrimination suits. As in the case of hiring standards, we see the operation of interests, such as Personnel profe ssionals, unions, and the politics of gender acting to affect the Development of job structures, job title proliferation, and internal labor market arrangements . The studies cited clearly have examined only a few of the possible interests t hat might affect the structuring of opportunity with in organizations. There are significant demographic groups besides those defined by gender, as noted Previo usly, and there are other important interests besides unions and personnel, prof essionals. How job opportunities are structured by educational group, by age and tenure, and by department are also important considerations in understanding ho w interests operate to affect career mobility in organizations. Job rotation is a effective way for employees opportunities. job rotation produces two positive results. First, the worker accumulates experience running faster than a worker who is not running. Therefore, job rotation is known as an effective tool for ca reer development. Second, a worker who rotates accumulates experience in most areas by a employee who is not running. Thus, if an employee runs most often are easier to train him to become a general. According to Ouchi(1981), the fact that the Japanese workers in general duties compared with workers in the U.S. due to differences in rotational frequency. Sw itch to jobs also creates an environment where employees can work, and when lear ning. Learning is the key practice to the acquisition of human capital. Job rota tion has many advantages over other methods of learning. The effectiveness of le arning is often employee attitude toward learning. When a worker for a new posi tion, his face the problem that the new location of the requirement to comply. Y ou will learn not only the working time, but in his spare time. This increases t he effectiveness of learning and reduces costs training due to the integration o f learning resources from the company and individuals. Increases output of learn
ing. According to our observation, because the servant returned, regulating meet the learning during the course of the appeal to comrades. Not only results in a strong skin interests, and promote communication among employees. Job rotation promotes cross training. Sharing knowledge and skills is important for businesse s. In exchange of knowledge workers can finance their deficits knowledge and ski lls, and can facilitate the dissemination of knowledge and skills in business. S witch to jobs, workers can apply for knowledge and skills to resolve issues in a common work place. This creates cross training of workers learning from each ot her. It is beneficial not only for the accumulation of human capital and the mai ntenance of human capital. Simultaneously, cross-training is a skill or Knowledg e can be controlled by changing the staff. When an employee turnover, this skill or knowledge. Not a total loss of the employee. Therefore, Particular attention should be paid to the contribution of job rotation in specific human capital. I t is known that the specific human capital is important for establishing the dif ferential competitive advantage, because human nature is a special chapter to re inforce the discipline, the way the internal hard and refers only to the company . Given the acquisition of a specific task, it can rotate is erected, subject to job rotation in the study of human heads anymore. In a sense, society rotation, rotation decreases as you, so rotation of jobs by many as the site of flexibili ty for a multi-page, four promising. Want to work to break the bottleneck of the restriction makes the permanent operation replacement cost of work decreasing. Job rotation works better than the stability of because of the many were listing it. When a human head, especially on the head of man, we have a bigger contract . Switching of jobs somehow an effective tool, for the prevention Sales of the human head. Therefore, it is written job rotation win-win here, whose next, Figh ting back from a great empire or be employed in the public policy of rotation to solve. His life was free. And when you think about the relationship between rot ation length, should address the issue "The great city that has lost some of the people of accumulated higher office recent price, and has hired many have come here to subscribe for new art in schools, which are necessary company. " Because the greatest risk of losing office perhaps here the face of the city s human ev aluation to make a change here, related to a perpetual train. We believe that di scipline is an effective means of rotation important to them. Benefits of job rotation are a good basis for the transformation of man to creat e the capital. It is the value of human capital, which is known to be dependent on the use of other deposits. For this having a good platform for developing human capital is important as companies’ productivity in the manufacturing process. Whe n you switch jobs, is a platform for human transformation the capital. The first was acquired by rotating the position of human capital has a good adaptability, which is created. Section conditions for human translators. Employees in turn m ake the most of often High productivity is that general knowledge and skills to the position. Second, job rotation is the only way to equality requirements. Job rotation can be promoted. Fair distribution of such tasks are particularly undesirable, such as the remov al of the hierarchy problem of the rotation and among members, "boring" and both the executive function. Third, the jobs created by peer pressure and mutual mon itoring among employees who rotate, effective incentives for companies to deal w ith. Complementarily between job rotation and mutual monitoring is to reduce cos ts and thus increases the potential range of jobs switch companies. Fourth, job rotation provides an opportunity to participate in decision-making process emplo yee’s quality of the influx of workers. Presence is required there must be familia r with the employee. Understand the entire production process, thus becomes more effective. Fifth, even job rotation, and provides information that can be used to improve the distribution of employment. If you have checked the various activ ities during the execution of the employee, May be easier to find the most suita ble workers company. "People have the right to correct," and called In addition, job rotation, employees can easily find a favorite work. These two factors do Staff rotation, spend a lot of work beyond the non-rotating
employees. The benefits of specialization discussed in a famous story of Adam S mith. It means that the manufacturing expertise of the PIN is described in “The We alth of Nations” And division of labor, increasing the accumulation of skills. How ever, there are disadvantages Key benefits of the transfer or rotation, as oppos ed to qualifications, Furthermore, the observation is considered. One reason for the rotation of workers from the laboratory is that it is necessary to reduce e mployee Opportunities for graft and theft. Worker, if assigned to a particular f unction or Meeting for a long time, they will probably think about the investmen t opportunities of their own pocket. It is specifically for the job or workshop. Employees have a better understanding. Workshop may be more opportunities for pr ivate sector activities outside the regular Work. Type: Milgrom (1988) that priv ate sector activity, affect the activity name. It can be directly controlled, sp eculative behavior of a normal working office Manager. An example of an importan t work, including the encouragement of the director to treat workers unfairly, a buse of power. Activities impact on it is a crime, was hired by the companies pa rticipating in the activities of these effects - you should do an adequate incen tive to prevent EWS design. Using the model of three levels (Principal - Directo r - model agent), Tiroru (1986) consider the issue of conspiracy. He suggests th at an important role in preventing the adhesion behavior of the transfer Supervi sors and agents. We believe that the relationship between performance and time o f measurement error. As an example we can see, Workers in finance, such as bank employee. Financial transactions of the bank; Loans can even make subjective choices and t he possible involvement of and evaluation, and decision making regarding investm ent opportunities such collateral, the debtor results. Employees must follow the rules and there is usually standard, often leave room for the discretion of sta ff. Bank employees working in the same area for a long time, borrowers are likel y to be familiar with such as director of the company, looking for people who ne ed funds and mortgages. This knowledge can lead to employees giving special ince ntives to customers. In such cases, an employee of feeling and generosity, non-m onetary private benefit. The controls, however, the bank profits were negatively affected because lending standards remain. They break the rules. You will also receive monetary rewards or gifts for employees Debtor in exchange for the creation of a loan. In the rea l world rent seeking, this kind Worker behavior is to punish often difficult to verify. For information, journalists and other public infrastructure and institu tions, police stations and government buildings often collect them - responsible for training. From contact with the friendly, ethical journalists, bankers, as may be the story is about a compromise, knowing that long-term relationships. Jo urnalists do not like to worry about unfair or illegal activity or distortion of facts or accepting bribes to protect a friend. To avoid the effect of these act ivities should be given more financial incentive scheme function for regular emp loyees. High-power incentive payments the workers, instead of regular employees are enco uraged to focus their efforts to influence activities. However, Milgrom and Holm strom (1991) and Baker (1992), as follows, when it is difficult to measure the p erformance of employees, companies that use incentive payments are not. The cont rol is effective, and in this situation, it is convenient and frequent job chang es. We believe that the relationship between employees and accurately measure th e performance of the timing of the transfer. We will see that the difficulty in measuring performance leads the frequent transfer of project due to the difficul ty of providing strong incentives this status. Meanwhile, a taxi driver, whose output is easy to measure are not rare experienc e mandatory job transfers. Taxi drivers, but you can use them to drive taxis or friends. Family to work for their freedom, they have no incentive for private us e of taxis is under high power motive. We have the result of the relocation of j obs considered in terms of performance, measurement of activity and influence, t here are many studies in the rotation and transfer describes the many benefits f or workers and businesses. The first, Yobanobitchi (1979) points out in determin
ing the suitability of employees for a job transfer or rotation can be helpful. The company can be attributed to the performance of every employee in the workpl ace to observe. These skills and qualifications determined by the officials, emp loyees with the most suitable jobs. Second, job rotation, you can remove the eff ects of the public. Holmstrom (1982) in the workplace to show rotate, evening, r emove the luck involved in the perception of delegation. Therefore, the switch t o jobs, The benefits of settlement as the tournament Lazear and Rosen (1981), Green and Stokey (1983) and Nalebuff and Stiglitz (1983) have analyzed. Thirdly, the trans fer or rotation allows for more training of workers skills Forecast. Koike (19 91), job rotation in Japanese firms, referring to the workers that they can lear n different possibilities to respond to unexpected problems and accident named w ith Koike "anomaly". And Aoki (1988), a multi-state concentration of skills and Horizontal information processing can play a key role in the success of Japanese companies. A recent study of Toyota s Koike et al. (2001) to enable multiple mentions the u se of job rotation. “Skills and perspectives on the production line” . Ichniowski. ( 1997) found that innovative changes in human resource management, including coll aboration, flexible assignments, employment security and job rotation to increas e the productivity of the finish line to improve the next. Osterman (1994) and Ichniowski et al. (1996) underlined this trend. Relocation Benefits and rotation are important not only for production workers, Furthermore, as a candidate for the manager of the employee. American and Japane se companies, special employees should be promoted as a director, you need a bro ad perspective. Schaeffer (1983) and Koike (1993) reported that these workers h ad more information effectively with other job rotation, producing various Aspec ts of the company. Moreover, more skilled workers, the labor-saving technologica l cooperation If there is no change in the unskilled labor only. For example, jo b rotation is smooth technological change - ING (Carmichael and MacLeod, 1993) c an result. Eguchi (2004) shows. When the general education of workers with multiple skills , the instructor can alleviate the dilemma of choose between training and promot ion. Avoid boring jobs as a result of rotation. Monotonous work (Miceli and Cosgel, 1999), Aoki (1986) Analysis of the Show hori zontal and vertical structure of the enterprise and business. Horizontal informa tion processing can improve profits under moderate stochastic shock. Aoki (1986) , much attention to exchange information among employees. It is especially usefu l for job rotation. Ito (1987) suggests that better training of generalists. Lin dbeck and Snower (2000) noted that it is more efficient than acquiring specific skills and greater complementarily of the roles of information technologies to g ather more skills. Fourth, movement or rotation is a trend towards a ratchet eff ect, making the Performance standards to increase after a period of performance listed below The lack of negative selection, and long term. As Weitzman (1980) Tiroru and Laffont (1988) show, the client can best be exploi ted by the agent again immediately revealed, and therefore the agent is very rel uctant to divulge information about themselves. The laboratory Kane moto and Ma cLeod (1992) show that competition in the labor market. The asymmetry of informa tion, allowing the ratchet effect arises because the capacity of workers. Ickes and Samuelson (1987) noted that the device is suitable for transmission an d rotation. Next time, have no incentive for such information, such as productiv ity to hide Present workshops and factories. Although many studies have been made for the re locating of jobs. Rotation, the paper highlights the relationship between the f requency of explicit task transportation and influence activities. How much diff erent individuals get paid for working in different positions, And why, is one o f the more important questions associated with understanding Careers from either an organizational or an individual’s perspective. The functional theory of stratification (Davis andMoore, 1945; Huaco, 1970) sugg ests that positions are compensated more if special skills or education are requ
ired because incremental rewards are necessary to attract the most qualified peo ple and to induce them to invest in education and training. This approach is similar to that of human capital theory (Becker,1962;Mincer,19 64) which argues that in order for people to invest in additional education, the re must be some return to that education. In a similar fashion, training or work experience which provides additional skills must be compensated, or else some o ther organization would hire a way the individual and obtain the benefits of tha t skill. The political perspective would suggest that wages are source, and lik e Other resources, are allocated at least in part on the basis of the power of v arious interests. This would be particularly the case if we considered relative wages, or the wages paid to some group or position compared to some other. Exami ning wage progression in a university, Moore and Pfeffer(1980) reported that more powerful departments were able to get larger wa ge increases for their faculty, controlling for other factors such as department al size and quality. One might predict that, controlling for other factors that also affect wages, the wage level would be comparatively greater for those perso ns who were in more powerful departments. .Pfeffer and Davis-Blake(1987) have argued that higher wages accrue to those Dep artments that are the most critical, and that criticality varies by contextual f actors. Examining the relative wages paid to six college administrative position s, they found that the salaries paid to positions such as admissions director an d director of development, comparatively more important in private settings, wer e higher, controlling for other factors, in those settings. Conversely, the sala ries paid to positions such as athletic director and the director of community s ervices(which includes extension), more important in public settings, were compe nsated comparatively more highly in public universities. Thus, conditions of the environment affect the power of units and positions, and this power is, in turn , reflected in relative wages. One could also examine the politics of wages usin g demographic groups as Defining distinct interests. So, one might ask how the proportion of long-tenured Persons affects the share of compensation received by such people, or how the Proportion of persons with c ertain educational backgrounds, race, or sex, affects Returns to those character istics. In the case of tenure, it is likely the structure of compensation, inclu ding the amount paid in benefits such as retirement and medical plans, as well a s the economic returns to tenure may be affected by the organization’s workforce c omposition. The returns to social origins, or the politics of class within organ izations ,is a Neglected but never the less important issue. Pfeffer(1977a; b)found that even after Controlling for other individual’ character istics, there were effects of socioeconomic origins On wages. Such effects were smaller for persons. With advanced business degrees as contrasted with those wit h just under graduate degrees, and were smaller for persons working in manufactu ring, in line positions, and in larger organizations. Pfeffer argued that retur ns to social origins were greater when the uncertainty of evaluating job perform ance was higher or when such origins directly contributed to job performance, as in positions in which access to high status networks were critical, Useem and Karabel(1986), examining mobility solely among senior managers ,found that social origins were less important for persons who had advanced business de grees. There seems to be some indication that formal credentials or the possessi on of cultural capital offer alternative ways of advancing in one’s career. 2.1) Hypothesis to be tested: “The job rotation has a significant effect on employee’s performance”
CHAPTER 3 RESREACH METHODLOGY
3.1 ) Sources of data Primary data was collected through structured questionnaires . primary research has found to be best method because it helps researcher to get accurate and up t o date information. In order to achieve the goal of the research, primary data h as a vital significance. The focus was on the PTCL employees Peshawar belonging to different posts and job titles in order to take a view of employees from diff erent mentality. 3.2 ) Research instrument The information gathered from questionnaires were easily taken from employees. T he Questionnaires consists of various question regarding job rotation factors an d how those factors affects employee’s performance. Due to questionnaires the stat istical analysis was easy to interrupted with hypothesis. 3.3 )Sampling design All the rotated employees were the sampling design for the study. Employees who used to rotate their jobs are focused in this study. The research was conducted on those employees who were rotated currently in to more job titles. 3.4 ) Population/ Universe The population of this study was the employees of Pakistan telecom sector workin g at Peshawar Khyber bazaar branch whose employees are offering services to the whole Peshawar. They are rotated to many posts by having the same scale. They ar e the best representatives of all the Peshawar PTCL employees because they are w orking for the last 5-10 years in rotated jobs.
3.5 Sample size Only 46 employees were rotated and questionnaires were distributed in 32 employe es as a sample size in which 30 were returned and the response was 74% as a rate of return. 3.6 Analytical techniques The data has been analyzed through the following statistical techniques using SP SS (statistical package for social sciences) software. The collected data was analyzed by applying the following statistical techniques . 1. Correlation. 2. Regression.(Linear Regression Technique)
CHAPTER 4 RESULTS AND ANALYSIS
Table 4.1 Model R te 1 .433a
R Square .187
Adjusted R Square .158
Std. Error of the Estima
.33528
In Table 4.1 R = 0.43 shows weak correlation between performance and work load. Since R-square =0.187 shows that 18.7% variation in performance is due to worklo ad and 81.3% is due to other factors. Table 4.2 Model Sum of Squares Regression Residual Total 3.872
Df .724 3.148 29
Mean Square 1 .724 28 .112
F 6.444
Sig. .017a
In table 4.2 p-value of overall model is less than 5% so workload is significant . It means that work load has an effect on performance.
Table 4.3 Model Unstandardized Coefficients Sig. B Std. Error Beta 1 (Constant) 2.087 .536 Total Work Load .364 .143
Standardized Coefficients
.433
3.890 2.539
t
.001 .017
In table4.1.3 p-value of intercept term is less than 5% so it is significant. Since p-value of total work load is less than 5% so total work load is significa nt.
Table 4.4 Model te 1
R
R Square
.408a
.166
Adjusted R Square .137
Std. Error of the Estima
.33952
In table 4.2 R = 0.40 shows that weak correlation b/w performance and job carrie r. Since R-Square =0.166 shows that 16.6% variation in performance is due to job carrier and 83.4% variation is due to other factors.
Table 4.5 Model Sum of Squares Regression Residual Total 3.872
Df .644 3.228 29
Mean Square 1 .644 28 .115
F 5.590
Sig. .025a
In table 4.2.1 p-value of overall model is less than 5% so job carrier is signif icant. It means that job carrier has an effect on performance.
Table 4.6 Model Unstandardized Coefficients Sig. B Std. Error Beta 1 (Constant) 2.673 .330 Total Job Career .230
Standardized Coefficients
.097
8.092 .408
.000 2.364
t
.025
Table 4.2.P-value of intercept term is less than 5% so it is significant. Since p-value of total job carrier is less than 5% so total job carrier is signi ficant.
CHAPTER 5 CONCLUSION AND RECOMMENDATIONS
5.1 Conclusion Since workload and job carrier are significant to performance. It means that bot h workload and carrier have effect on performance of employees. 5.2 Recommendations Hence the results concluded that job workload and job carrier are the significan t factors of job rotation that job rotation should be adopted in order to bring motivation and reduction of boredom to increase the satisfaction.
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APPENDIX Questionnaire “The impact of job rotation on employee’s performance” This study is about the impact of job rotation on employees performance and to k now it’s different factors that how these factors affects the employee’s performance . The data collected through these questionnaires will be kept confidential. Gender: Age: Post: Experience: BPS: . Note: Chose the best option. 1. The job rotation affect the employee’s performance? • Agree. • Strong Agree. • Neutral. • Disagree. • Strong Disagree. 2. The job rotation affect negatively the employee’s performance? • Agree. • Strong Agree. • Neutral. • Disagree. • Strong Disagree. 3. • • • • •
The job rotation positively affect employee’s performance? Agree. Strong Agree. Neutral. Disagree. Strong Disagree.
4. • • • • •
The employee’s show good performance after job rotation? Agree. Strong Agree. Neutral. Disagree. Strong Disagree.
5. • • • • •
The employee’s show bad performance after job rotation? Agree. Strong Agree. Neutral. Disagree. Strong Disagree.
6. ? • • • • •
After getting job rotation the employees are motivated towards their job
7. • • • • •
The employees becomes satisfied after getting their job rotation? Agree. Strong Agree. Neutral. Disagree. Strong Disagree.
8. • • • • •
The employees becomes demotivated after getting job rotation? Agree. Strong Agree. Neutral. Disagree. Strong Disagree.
9. • • • • •
The employees get motivation towards their rotated job? Agree. Strong Agree. Neutral. Disagree. Strong Disagree.
10. • • • • •
The salary is included as a factor of their job rotation? Agree. Strong Agree. Neutral. Disagree. Strong Disagree.
11. • • • • •
The company policy has a positive affect on the job rotation? Agree. Strong Agree. Neutral. Disagree. Strong Disagree.
12. • • • • •
The employee faces difficulties after getting their job rotation? Agree. Strong Agree. Neutral. Disagree. Strong Disagree.
Agree. Strong Agree. Neutral. Disagree. Strong Disagree.
13. oyees? • • • • •
job rotation improves the KSA(knowledge, skills, attitude) level of empl
14. • • • • •
The job rotation increases the work load on employees? Agree. Strong Agree. Neutral. Disagree. Strong Disagree.
15. • • • • •
The quality of supervision is a good factors for rotating a job? ? Agree. Strong Agree. Neutral. Disagree. Strong Disagree.
16. • • • • •
The job rotation increases the job holder’s responsibility? Agree. Strong Agree. Neutral. Disagree. Strong Disagree.
17. • • • • •
The job rotation decreases the job holder’s responsibility? Agree. Strong Agree. Neutral. Disagree. Strong Disagree.
18.
The working environment of the employee’s is affected by the job rotation?
• • • • •
Agree. Strong Agree. Neutral. Disagree. Strong Disagree.
19. • • • • •
The job rotation affects positively the job carrier? Agree. Strong Agree. Neutral. Disagree. Strong Disagree.
20. • • • • •
The job rotation affects negatively the job carrier? Agree. Strong Agree. Neutral. Disagree. Strong Disagree.
Agree. Strong Agree. Neutral. Disagree. Strong Disagree.
