Amrita Verma PDF

A
Final Specialization Project Report
IMPACT OF JOB ROTATION, JOB ENRICHMENT

AND JOB ENLARGEMENT
POLICY
Submitted to
THAKUR INSTITUTE OF MANAGEMENT STUDIES

AND RESEARCH
Affiliated to
UNIVERSITY OF MUMBAI
In Partial Fulfillment of the Requirement for the Degree of

Master of Business Administration
By
AMRITA VERMA
Under the Guidance of
Faculty Guide
PROF. CARAL D' CHUNA
PROJECT COMPLETION CERTIFICATE
This is to certify that Miss Amrita Verma, a student of MBA (Thakur Institute of
Management Studies and Research) has successfully completed Final Specialization
Project. The project work entitled “Impact of Job Rotation, Job Enrichment and Job
Enlargement Policy” is a bonafide work completed in fulfillment of requirement for
the Post Graduation Diploma in Management prescribed by Thakur Institute of
Management Studies and Research under guidance of Prof. Caral D' Chuna.
Signature of Head of Institute:

Dr. Ramakumar Ambatipudi
Signature of Faculty Guide:

Prof. Caral D' Chuna
Date:
DECLARATION
I declare that the project work entitled “Impact of Job Rotation, Job Enrichment and
Job Enlargement Policy” submitted to Thakur Institute of Management Studies and
Research is a record of an original work done by me under the guidance of Prof. Caral
D' Chuna.
_______________________________
Signature of the Candidate
AMRITA VERMA
Date:
ACKNOWLEDGEMENT
“It is not possible to prepare a project report without the assistance & encouragement
of other people. This one is certainly no exception.”
On the very beginning of this report, I would like to extend my sincere & heartfelt
obligation towards all the people who have helped me in this project. Without their
active guidance, help, cooperation & encouragement, I would not have made progress
in the project.
I am sincerely grateful to Prof. Caral D' Chuna for guidance and encouragement to
accomplish this assignment.
I am extremely thankful and pay my gratitude for her valuable guidance and support
on completion of this project.
I extend my gratitude to Thakur Institute of Management Studies and Research for

giving me this opportunity.
I also acknowledge with a deep sense of respect, my gratitude towards my parents and
member of my family, who has always supported me morally as well as
economically.
At last but not least gratitude goes to all of my friends who directly or indirectly
helped me to complete this project report.
Any omission in this brief acknowledgement does not mean lack of gratitude.
AMRITA VERMA
INDEX
PAGE
I. INTRODUCTION ... ... ... 2
1.1 Preamble ... ... … 2
1.2 Brief Concept of Job Rotation … ... ... 2
1.3 Problem Statement … … … 3
1.4 Objectives of Study … … … 5
1.5 Hypotheses … ... ... 5
1.6 Delimitation of the Study ... ... ... 5
1.7 Limitations of the Study … ... ... 5
1.8 Significance of the Study ... ... ... 6
1.9 Definitions of Terms Used … … … 6
II. REVIEW OF RELATED LITERATURE ... 7
III. METHODOLOGY ... ... ... 28
3.1 Design of the Study ... ... ... 28
3.2 Development of Questionnaire … … … 28
3.3 Methods of Data Collection … … … 28
3.4 Procedure of Administration of Questionnaire … 29
3.5 Subjects … … … 29
3.6 Data Extraction & Analysis … … … 29
IV. RESULTS AND INTERPRETATION ... 30
4.1 Results on Organization Design … … … 30
4.2 Results on Individual Job Characteristics … … 34
4.3 Results on Co-Worker Relations … … … 38

4.4 Results on Culture Work Environment … … 42
4.5 Results on Senior Management … … … 46
4.6 Results on Director Supervisor … … … 50
4.7 Results on Work Processes … … … 54
4.8 Results on Communications … … … 58
4.9 Results on Customer Satisfaction … … … 64
4.10 Results on Technology … … … 68
4.11 Discussion … … … 70
V. SUMMARY, CONCLUSION AND

RECOMMENDATIONS ... ... ... 72
5.1 Summary … … … 72
5.2 Conclusion … … … 77
5.3 Recommendation & Further Suggestion … … 77
VI. Learning Outcome ... ... ... 78
VII. Bibliography ... ... ... 79
VIII. Questionnaire ... ... ... 86

LIST OF TABLES
TABLE PAGE
1. Information of Organization’s Goal

& Objectives … … … 30
2. Roles & Responsibilities … … … 32
3. Utilization of Skills & Abilities in the

Organization … … … 34
4. Importance of Employees Work in

An Organization … … … 36
5. Co-Worker Relationships … … … 38
6. Appreciation of Personal Contributions

By Individuals … … … 40
7. Employee Satisfaction at Work … … 42
8. Balance between Work & Personal

Life … … … 44
9. Standards of Excellence by
Management … … … 46
10. Appreciation of Work by Senior

11. Effectiveness of Feedback by

Direct Supervisor … … … 50
12. Appreciation by Direct

Supervisor … … … 52
13. Professional Responsibilities Taken

By Employees … … … 54
14. Unity in a Team … … … 56
15. Information Update Related to

Job … … … 58
16. Contribution of Interpersonal Communication

& Relationships … … … 60
17. Productivity of Meetings … … … 62

18. Quality of Products/Service & Customer
Satisfaction … … … 64
19. On Time Delivery of Products

Services … … … 66
20. Reliability of Technology … … … 68
LIST OF FIGURES
FIGURE PAGE
1. Information of Organization’s Goal

& Objectives … … … 31
2. Roles & Responsibilities … … … 33
3. Utilization of Skills & Abilities in the

Organization … … … 35
4. Importance of Employees Work in

An Organization … … … 37
5. Co-Worker Relationships … … … 39
6. Appreciation of Personal Contributions

By Individuals … … … 41
7. Employee Satisfaction at Work … … 43
8. Balance between Work & Personal

Life … … … 45
9. Standards of Excellence by
10. Appreciation of Work by Senior

11. Effectiveness of Feedback by

Direct Supervisor … … … 51
12. Appreciation by Direct

Supervisor … … … 53
13. Professional Responsibilities Taken
By Employees … … … 55
14. Unity in a Team … … … 57
15. Information Update Related to

Job … … … 59
16. Contribution of Interpersonal Communication

& Relationships … … … 61
17. Productivity of Meetings … … … 63
18. Quality of Products/Service & Customer

Satisfaction … … … 65
19. On Time Delivery of Products

Services … … … 67
20. Reliability of Technology … … … 69

ABSTRACT
Background of the study
Job rotation is to shift employee from one job to another to enhance motivation and
enthusiasm. In fact, job rotation can create a mutual trust between the staff and help
them to improve their assigned work. This method is found to be effective in
increased production, performance of employees, operational team work and
increased hours of effective work.
Method
This survey was carried on eighty (n=80) employees of Oil and Natural Gas
Corporation (ONGC) in BKC, Mumbai (males:females were 73.75 percent : 26.25
percent). The questionnaire had 18 questions distributed in three dimensions i.e. job
rotation (6 items), job enrichment (8 items), and job enlargement (4 items) to assess
the efficacy of job rotation policies in an organization. The questionnaire was written
in English. All the questions were close-ended with multiple options.
Results
The percentage-wise analysis revealed that the implementation of job rotation job
enrichment and job enlargement policies in an organization are effective in improving
performance, motivation, skill development and higher level of job satisfaction among
employees.
INTRODUCTION
1.1 Preamble
Administration is a key to success of a respective institution/industry, whether

it is profit organization or non-profit organization. Administration plays very
important role in managing the institutional activities. In an institution a number of
employees work under the supervision of their department heads. Every employee of
an organization needs to understand the characteristics to settle in the respective job.
Characteristic like organizational norms, observed behavioral Regulation, Rules,
organizational climate etc. This kind of information helps the employee to set their
position in an Organization.
A job may be defined as a group of position involving some duties,

responsibilities knowledge and skill.” Job rotation method was first introduced in the
80’s in Denmark and was then over the following years further developed and
implemented on nation-wide scale. Job rotation is a job design and management
approach in which employees are moved between two or more responsibilities in a
planned manner (Jorgensen 2005). Rotation in job responsibilities provides exposure
to a variety of experiences and might in this way an employee can develop his/her
professional skills (Gomez , Lorente & Cabrera 2004; Karadimas & Papastamatiou
2000; Huang 1999). Further, rotation increases motivation and reduces the boredom
of employee and keeps them interested in their job.
1.2 Brief Concept of Job Rotation
Job rotation-A job may be understood as a division of total work into position.
According to Dale Yoder “A job is a collection of task, duties and the responsibilities.
Which is regarded as a regular assignment to Individual employees and which is
different from the other assignment? “A job may be defined as a group of position
involving some duties, responsibilities knowledge and skill.” Job rotation method was
first introduced in the 80’s in Denmark and was then over the following years further
developed and implemented on nation-wide scale.
Job rotation is a job design and management approach in which employees are
moved between two or more responsibilities in a planned manner (Jorgensen, 2005).
Rotation in job responsibilities provides exposure to a variety of experiences and
might in this way an employee can develop his/her professional skills (Gomez,
Lorente and Cabrera 2004; Karadimas and Papastamatiou, 2000; Huang, 1999).
Further, rotation increases motivation and reduces the boredom of employee and
keeps them interested in their job.
In an Organisation there is a need to move the employees from one job to

another for quality improvement in administrative work. It also helps the employee to
avoid monotonous routine work. Job rotation helps the employees to develop their
skill, knowledge and responsibility in the office work. In addition, job rotation is also
called as service training where an employee working in a particular department can
be trained in different job skills in a certain time period. Change in job description
results in increased knowledge and experience and reduction in burnout that may lead
to intellectual development and innovation (Delpasand et al., 2010). The main
purpose of job rotation is to shift employee from one job to another to enhance
motivation and enthusiasm. In fact, job rotation can create a mutual trust between the
staff and help them to improve their assigned work (Bei, 2009). This method is found
to be effective in increased production, performance of employees, operational team
week and increased hours of effective work (Origo and Pagani, 2008). Finally, job
rotation is supposed to be a very effective method to develop employee horizons that
can lead to increased performance of an organization.
1.3 Problem Statement
In a organization, several staff members are recruited in administrative

department such as office superintendent, accountant, clerk, peons, office assistant,
etc. to manage the day to day activities. These are the key persons needed for efficient
management of an organization. The viability of such organization might get
disturbed if these key personnel leave their job, mainly at the upper administrative
levels. In the event of one or more key personnel leaving the job unexpectedly, the
administrative work would be hampered. For this purpose, future key personnel
should be identified and prepared to enable smooth transition. To retain the
administrative staff, strategic planning should be implemented. In this context, job
rotation seems to be the best approach. In fact, the strategy of job rotation is a brilliant
approach for an organization to provide exposure and training to their employee
(Beatty, Schneier, & McEvoy, 1987). Job rotation is a very important factor which
contributes to enhancement of productivity of an institution, however, it needs
cooperative colleagues and proper training to support the workers in the present
position (Gomez, Lorente, & Cabrera, 2004). It includes shifting of employees
occasionally from an assigned work to another work which needs various different
experiences such as obligations, rules and expertise (Langton, Robbins, & Judge,
2012). Although, job rotation policies seems to be beneficial for the organization but
attitude of employees towards job rotation, job enrichment & job enlargement has not
been explored. Therefore the researcher has conducted this study entitled “Impact of
Job Rotation, Job Enrichment & Job Enlargement Policy”
1.4 Objectives of the Study
This study has been conducted with the following objectives:
 To study the job rotation policies implemented in a selected organization from

Bandra, Mumbai.
 To assess the attitude of employees towards job rotation implemented in

respective department.
 To explore the effect of job rotation on job enrichment and job enlargement
policies.
1.5 Hypotheses
After reviewing the literature, the researcher has formulated hypotheses as

follows:
H1: Job rotation policies may be effective for improvement of skills of

employees.
H2: The employees may have positive attitude towards job rotation policy.
H3: Job rotation will have a significant effect on job enrichment & job
enlargement.
1.6 Delimitation of the Study
 In Bandra Mumbai, there are numerous organizations where job rotation

policies are used. The researcher, however, has delimited this survey to the
employees of Oil and Natural Gas Corporation Ltd. Located in Bandra Kurla
Complex, Mumbai.
 This study was delimited to the administrative staff of the ONGC Ltd.
1.7 Limitations of the study
While conducting the study, the researcher faced some problems and could not
control many of them, which are considered here as limitations as follows:
 The researcher could not involve all the employees of ONGC due to paucity of
fund and time.
 As, no standard tools were available with the researcher to assess the attitude
of employees towards job rotation, job enrichment and job enlargement,
within limitation researcher has developed a questionnaire. In fact, huge
number of sample was necessary for this; however, the researcher had to
satisfy with the comparatively small sample.
1.8 Significance of the study
This study is significant in the following ways:
 The evaluation of attitude of employees towards job rotation policies will help
to validate the success of the existed policies that are implemented in
government or private organizations.
 This study will assist for modification, if any, in the existed policies, which
will contribute for better operation.
 The findings of this study might be beneficial for other institutions where job
rotation policies can be implemented for rendering better services.
1.9 Definition of Terms Used
Job rotation
Job rotation is defined as the organized movement of an employee from one

position to another position at a designed period in the same department.
Job enrichment
Job enrichment is a management concept that involves redesigning jobs so that

they are more challenging to the employee and have less repetitive work.
Job enlargement
Job enlargement is an increase in job tasks and responsibilities to make a

position more challenging. It is a horizontal expansion, which means that the tasks
added are at the same level as those in the current position.
REVIEW OF RELATED LITERATURE
Review of related literature is very important and it plays a vital role to

understand the research problem thoroughly. In fact, the literature in any field forms
the foundation upon which all future work will be built. Different books, magazines,
journals newspapers etc. give additional information about the topic, which helps the
researcher to collect, investigate, and select required study material from different
sources.
The present study deals with the attitude of employees towards job rotations
job enrichment and job enlargement. Although there are various organizations who
are implementing job rotation policies for the improvement in working of the
organization. Ample of literature is available on merits and demerits of job rotations
in various organizational set up. To locate the related studies the researcher has gone
through various databases, journals, books etc. The related studies pertaining to this
research are presented as follows:
The study conducted by Khan et al., (2014) aims at investigating the effect
and relationship of job performance, job variables rotation and organizational
commitment of banking sector employees of Pakistan. 435 bank employees were
selected through convenient sampling and were given self administered questionnaire.
SPSS (Statistical Package of Social Sciences software was used for data analysis. The
study findings revealed a positive relationship among job performance, job rotation
and organizational commitment in the employees, and negative relationship was
observed among organizational commitment and job performance. The results of the
study are significant for the bank employees and the managers. Future
recommendations and limitations are also mentioned for further research.
Rashki, Hasanqasemi and Mazidi (2014) conducted a research study to

explore the relationship between staff performance and job rotation in Customs
department of Golestan and Mazandaran Provinces. The research design was
correlative for which Pearson correlation coefficient and multiple linear regression
analysis was used for hypothesis testing. The subjects were 161 office staff working
in Customs department of Mazandaran and Golestan Provinces, from which 114
subjects were selected based on Morgan’s table. Job rotation questionnaire and staff
performance questionnaire were used for data collection. The reliability of
questionnaire was calculated to be 95%. Cronbach’s test and SPSS software were
used for calculating reliability of the questionnaire. The results of this study revealed
significant relationships among staff performance and job rotation, staff performance
and management style in organization, staff performance and organization goals of
job rotation, and also staff performance and satisfaction with job rotation in Customs
department of Mazandaran and Golestan Provinces.
Job rotation is widely implemented by several organizations at different levels

and various departments. Job rotation is done by different organizations in order to
improve the performance of employees and to make them accountable towards their
job. This, in turn, acts as a motivator factor for the employees and helps in their
development. Job rotation helps in decreasing monotonous work, meeting the
management challenges, improving skills and knowledge in a particular field,
obtaining productive positions, etc. Thus, job rotation helps in positive motivation for
employees. The aim of this study conducted by Mohan and Gomathi (2015) was to
explore job rotation practices carried out in the hospitals in order to motivate the
nurses in all areas of workplace and to help them serve the needy people with quality
service.
Benjamin (2014) examined job rotation process in the context of a strategy of

work of high performance in Lake Victoria North Water Services Board in Kenya.
Workplace of high performance is very crucial for an organization as it shows the
profitability of the organization. Several organizations have introduced the practice of
job rotation as a plan to survive in the industry as there is a constant need to survive a
competitive advantage and also to improve the performance of an organization.
Explanatory survey design was used in this study, and sampling was done using
simple random and stratified sampling methods. For hypothesis testing and model
specification, structural equation model was used. The study findings of SEM showed
that job rotation predicted high performance workplace significantly (ß=0.38,
CR=5.938, p<0.001), which supported earlier research findings. Development of
variable measurements, job rotation model and factor Reliability Coefficients were
the contributions of the present study. The findings of this study further indicated that
enhanced job rotation process might help the organizations in improving their
performance.
Ortega (2001) analyzed the benefits and costs of job rotation like a mechanism
with the help of which an organization can come to know about the productivities of
the employees and also the profitability of various activities and jobs. Job rotation was
compared to an assignment policy wherein the employees gained specialization in one
job throughout their career. The benefits of job rotation policy adoption are greater in
case there is uncertainty regarding activities and employees. The author argued that
the firm learning theory relates to the existing evidence on job rotation much better
than alternative explanations which are based on employee learning and motivation.
Davaoudi and Allahyari (2013) carried out a study in Mazandaran, a Northern

Province of Iran, and was aimed at analyzing the effect of Job organization on job
performance in 1000 staff personnel of 50 manufacturing companies. The minimum
determined sample was 278 according to Krejcie and Morgan table. For data
collection, 333 questionnaires were administered, out of which 284 questionnaires
were usable for further analysis. Descriptive correlation was the research method used
for this study. SEM i.e. Structural Equation Modeling methodology by using LISREL
8.8 software was utilized for statistical analysis. The results of this study revealed that
there was a significant influence of job organization on job performance. Also, many
suggestions were made on managerial implementation.
Job redesigns systems are the subject of interest since a long time. Managers
have striven since the days of Frederick Taylor (Father of the Scientific School of
Management), to understand as to how to design jobs in such a way that workplace
productivity would be optimized. Various theories have been postulated, the most
popular ones being the Socio-Technical Systems and Job Characteristics Model
theory. This paper by Marwas and Muathe (2014) examines empirical and conceptual
literature discussing three types of job designs i.e. Job Enrichment, Job Enlargement,
and Job Rotation. This paper also establishes controversies and commonalities along
with nature of relationship among workplace productivity and job designs. The
authors recommend further exploration of these job designs system studies using
Meta-analysis.
Job rotation and organizational commitment are two most important factors in
understanding and predicting organizational behavior. Current study by Shiri, Yari
and Dehghani (2012) was conducted with the aim of exploring the relation among
organizational commitment and job rotation in staff of Ilam University, Iran. The
sample consisted of total 72 staff members, out of which 51 were men and 21 were
women. A standard questionnaire, Allen and Myer’s questionnaire, including 24 items
for the measurement of job rotation and organizational commitment was administered
to the selected subjects. 72 questionnaires were distributed among the selected subject
and Spearman correlation test was applied for statistical analysis. Results of this study
revealed significant relationship among organizational commitment and job rotation.
Boben (1977) explained the importance of job enrichment and job design in
this study. In fact, for optimal operation in labor-intensive industries, such as
foodservice, not only scientific management principles but also behavioral aspects
(the people) must be considered in designing job content. Three psychologic states--
work that is meaningful, responsibility for outcomes, and knowledge of outcomes--are
critical in motivating people. These, in turn encompass the core dimensions of skill
variety, task identity, task significance, autonomy, and feedback.
Job enrichment and job enlargement--related but not identical means of
expanding job content--when combined, offer the likelihood of redesigned jobs in the
core dimensions. Effective implementation of a job enrichment program hinges on
diagnosing problems in the work system, actual changes in the work, and systematic
evaluation of the changes. The importance of the contribution of the behavioral
sciences to management cannot be neglected.
Ozturk, Bahcecik and Baumann (2006) conducted a survey research with the
aim of better understanding nurses' perceptions of organizational factors which relate
to their job satisfaction and motivation in Turkey. Nurses (N = 290) who were
employed at a training and research hospital, part of the Turkish Republic Ministry of
Health, were included. The questionnaire used was developed for this study based on
Hackman and Oldman's job enrichment theory. The results showed that only one third
of the nurse leaders and one in five of the staff nurses reported being satisfied with
their job. The participants saw the five core job dimensions of Hackman and
Oldman's work design model: skill variety, task identity, task significance, autonomy,
and feedback as important for nurses. Nursing was described by the participants as
hard and challenging, but they also found it meaningful and said that it gave them the
opportunity to use their skills and abilities.
Role breadth self-efficacy (RBSE) refers to employees' perceived capability of

carrying out a broader and more proactive set of work tasks that extend beyond
prescribed technical requirements. A newly developed scale of RBSE was internally
consistent and distinct from the related concepts of proactive personality and self-
esteem. In an initial cross-sectional study (N = 580), conducted by Paker (1998)
variables (job enrichment, jobenlargement, and membership of improvement groups)
were the key organizational predictors of RBSE. These investigations were repeated
in a second cross-sectional study (N = 622) and extended by examining change over
time (N = 459). The longitudinal analysis showed that increased job enrichment and
increased quality of communication predicted the development of greater self-
efficacy.
Kivimaki, Voutilaine and Koskinen (1995) investigated work motivation

and job satisfaction at hospital wards with high and low levels of job enrichment.
Primary nursing was assumed to represent a highly enriched job, whereas functional
nursing represented a job with a low level of enrichment. Five surgical wards were
divided into these two categories based on the structured interviews with head nurses.
Work motivation and job satisfaction among ward personnel were assessed by a
questionnaire. The ward personnel occupying highly enriched jobs reported
significantly higher work motivation and satisfaction with the management than the
personnel occupying jobs with a low level of enrichment.
Lau, Pang and Chui (2011) conducted a study with objectives to describe the
relationship between job satisfaction of hospital pharmacists and the extent of their
involvement in clinical pharmacy activities, and to examine if demographics and
practice characteristics are associated with the extent of involvement in clinical
pharmacy activities and job satisfaction. A cross-sectional study was conducted by
surveying with a self-administered questionnaire mailed to all full-time pharmacists
employed by the Hospital Authority, Hong Kong. Respondents reporting job and
career satisfaction averaged near the neutral point. The results indicated an unmet
expectation of work balance between clinical activities and drug distribution, with the
majority of responding pharmacists desiring a shift of work balance from more drug
distributive roles towards more clinical activities. The results also suggested that an
unmet expectation in work balance affects job and career satisfaction, particularly in
younger, frontline pharmacists. Younger, frontline pharmacists reported
lower job satisfaction and a greater gap of unmet expectations in their work balance.
This study highlights the importance of pharmacists' involvement in clinical activities,
as job enrichment would improve job satisfaction and maximize benefits towards
patients and healthcare organizations.
Personality traits related to evaluation of other people and the world are
important to study in relation to job satisfaction, which itself is an evaluation of
various facets of a job, including the social dimensions. Accordingly, the relationship
between cynicism and job satisfaction was studied by Srivastava and Adams (2011).
Cynicism was expected to be negatively related to job satisfaction, employees'
perceptions of job enrichment, quality of leader-member exchange, and support from
coworkers. Survey data from 105 employees in a diverse set of organizations (M age
= 48 yr.; 50% women; M work experience = 28 yr.; 73% had >16 yr. education) were
subjected to hierarchical regression. Individuals high in Cynicism were likely to have
lower job satisfaction, job enrichment, quality of leader-member exchange, and
perceptions of co-worker support.
This paper by Duffield, Baldwin, Roche and Wise (2014) presents an

evaluation of a career development policy in South Australia which increased the
number of senior staff nurse positions and provided senior registered nurses with time
away from clinical duties to undertake agreed projects. Authors used Kanter's model
of structural power and commitment theory to understand the dimensions of this
policy. In fact, development strategies for experienced staff who wish to remain at the
bedside are needed, especially in smaller health services with limited opportunities for
horizontal or vertical mobility. Face-to-face semistructured interviews were
conducted with 54 senior staff nurses who participated in the career structure
arrangements. The policy enhanced the structure of opportunity in three ways: by
increasing the number of senior staff nurse positions, the ladder steps were improved;
undertaking strategic projects developed new skills; and the job enrichment approach
facilitated time out from the immediate pressures of ward work and challenged nurses
in a different way. Through job enrichment, South Australia has found a novel way of
providing meaningful career development opportunities for experienced nurses.
Methods of job enrichment need to be considered as part of career development
policy, especially where movement between clinical facilities is limited and staff wish
to remain at the bedside.
The associations between industry revenue growth, individual work role

characteristics, and job satisfaction were examined in this cross-level mediation
analysis by Ford and Wooldridge (2012). Work roles were expected to be more
autonomous, involve greater skill variety, and offer more opportunities for growth and
development for workers in growing industries than for workers in declining
industries. Supervisor support was also hypothesized to be stronger for workers in
high-growth industries. Results from a nationally representative (U.S.) sample of
service industry workers, using multilevel modeling, supported these propositions and
suggest that job enrichment mediates relations between industry growth
and job satisfaction. Associations between industry growth and autonomy were also
stronger among workers in occupations that are less normatively autonomous,
suggesting that industry growth fosters a weakening, and industry decline a
strengthening, of traditional differences in autonomy across work roles. These results
contribute to a multilevel perspective on organizational environments, individual
work roles, and worker attitudes and well-being.
Cyclic assembly work is known to imply a high risk for musculoskeletal

disorders. To have operators rotate between work tasks is believed to be one way of
decreasing this risk, since it is expected to increase variation in mechanical and
psychological exposures (physical and mental loads). This assumption was
investigated by assessing mechanical exposure variability in three assembly tasks in
an electronics assembly plant, each on a separate workstation, as well as in a
'job enlargement' scenario combining all three stations (Moller et al 2004). Five
experienced operators worked for 1 h on each station. Data on upper trapezius and
forearm extensor muscle activity were obtained by means of electromyography
(EMG), and working postures of the head and upper arms were assessed by
inclinometry. The cycle-to-cycle variance of parameters representing the three
exposure dimensions: level, frequency and duration was estimated using ANOVA
algorithms for each workstation separately as well as for a balanced combination of
all three. For a particular station, the variability of trapezius EMG activity levels
relative to the mean was higher than for extensor EMG: between-cycles coefficients
of variation (CV) about 0.15 and 0.10, respectively. A similar relationship between
CV applied to the parameter describing frequency of EMG activity. Except for head
inclination levels, the between-cycles CV was larger for posture parameters than for
EMG. The between-cycles variance increased up to six fold in
the job enlargement scenario, as compared to working at only one station. The
difference in mean exposure between workstations was larger for trapezius EMG
parameters than for forearm extensor EMG and postures, and hence the effect
of job enlargement on exposure variability was more pronounced for the trapezius.
For some stations, job enlargement even implied less cycle-to-cycle variability in
forearm extensor EMG parameters than working at that station only. Whether the
changes in exposure variability associated with job enlargement were sufficient to
imply a decreased risk for musculoskeletal disorders is not known.
The purpose of this study conducted by Duke and Sneed (1989) was to
determine the relationship between job characteristics and job satisfaction and
between demographic variables and job satisfaction for university foodservice
employees. A three-part survey was developed which included the 30-item Job
Characteristics Inventory, 6 items related to job satisfaction, and 7 demographic
items. Separate written questionnaires were administered to 32 managerial and 147
non-managerial employees of a large state university foodservice department. The
response rate was 98% (32 managers and 143 non-managers). The reliability for the
instrument, as determined by Cronbach's alpha, was 0.88 for employees and 0.91 for
supervisors. Multiple linear regression analyses were used to test research hypotheses
at a significance level of p less than or equal to .05. There was a positive relationship
between job characteristics (autonomy, task identity, feedback, variety, dealing with
others, and friendship opportunities) and job satisfaction for both employees and
supervisors. Feedback and dealing with others were the individual job characteristics
that were significant. Only one job characteristic, dealing with others, was rated
higher by managerial than by non-managerial employees. There was no difference in
job satisfaction by role (managerial vs. non-managerial) or demographic variables,
except age for non-managerial employees. Older, non-managerial employees tended
to be more satisfied with their jobs than did younger employees. Dietitians and
foodservice managers can use the findings for implementing job design strategies,
such as job enrichment and job rotation, to improve employee satisfaction.
Katz (1978) investigated the relationships between overall job satisfaction and
the five task dimensions of skill variety, task identity, task significance, autonomy,
and feedback-from-job for employees at different stages of their careers, as measured
by their length of employment on their current jobs, as well as in their current
organizations. Basically, the analysis shows that the strength of the relationships
between job satisfaction and each of the task dimensions depends on both the job
longevity and organizational longevity of the sampled individuals. For employees
new to an organization, for example, only task significance is related positively to job
satisfaction, while autonomy has a strongly negative correlation. The study presents
other significant correlational differences and discusses the implications of its
findings for task design, as well as for managing new employees. Approximately
3500 respondents from four different governments--two metropolitan, one county,
and one state--participated in the collection of survey data.
Job performance, job satisfaction, and work orientation of 304 women

foodservice employees in twenty-four schools in seven districts were examined by
Hopkins, Vaden and Vaden (1979). Work values and job satisfaction of school and
hospital foodservice employees were also compared. Work values varied little
between the two groups. The school employees, however, were more satisfied with
their work, supervision, and co-workers than were the hospital employees. School
employees were divided into high- and low-performance groups through supervisory
ratings of six dimensions of performance. The high-performance group had
significantly higher satisfaction scores than the low-performance group. The former
group had been employed longer and worked more hours per day than the latter.
Sneed and Herman (1990) determined the relationships among job
characteristics, organizational commitment, job satisfaction, and demographic
variables for hospital foodservice employees. Questionnaires including 30 items on
job characteristics, 15 items on organizational commitment, 6 items related to job
satisfaction, and 7 demographic items were administered to 45 supervisory and 172
nonsupervisory employees of 11 randomly selected hospitals. The reliability for the
total instruments, using Cronbach's alpha, was 0.87 and 0.89, respectively, for the
supervisory and nonsupervisory employee questionnaires. Organizational
commitment and job satisfaction were related positively, with an r2 of 0.38. For
supervisors, job characteristics related positively (p = .019) to organizational
commitment, with variety being the only significant individual characteristic. For
nonsupervisory employees, the model was also significant (p = .0001), with variety
and feedback being the only significant individual characteristics. For all employees,
there was a positive relationship between job characteristics and job satisfaction, with
variety and feedback being the significant individual characteristics. Age was the only
demographic variable related to organizational commitment; older employees had
higher commitment scores. Demographic variables were not related to job
satisfaction. Supervisors had higher perceived variety, autonomy, feedback, dealing
with others, and friendship opportunities scores and higher commitment and
satisfaction scores than did nonsupervisory employees. The findings indicate that
dietitians and foodservice managers may increase organizational commitment and job
satisfaction by increasing the variety and feedback in employees' jobs.
Kivimaki, Voutilainen and Koskinen (1995) investigated work motivation and

job satisfaction at hospital wards with high and low levels of job enrichment. Primary
nursing was assumed to represent a highly enriched job, whereas functional nursing
represented a job with a low level of enrichment. Five surgical wards were divided
into these two categories based on the structured interviews with head nurses. Work
motivation and job satisfaction among ward personnel were assessed by a
questionnaire. The ward personnel occupying highly enriched jobs reported
significantly higher work motivation and satisfaction with the management than the
personnel occupying jobs with a low level of enrichment.
Pratt, Kwon and Rew (2005) conducted a nationwide survey of clinical
nutrition managers to assess perceived importance of selected job responsibilities and
perceived performance satisfaction of those job responsibilities. A questionnaire was
developed to achieve the study objectives, validated by an expert panel, and pilot-
tested prior to data collection. All members of the American Dietetic Association's
Clinical Nutrition Management dietetic practice group (N=1,668) were asked to rate
the importance of selected job responsibilities and their satisfaction with those
responsibilities using Likert-type scales with descriptions. Results revealed that
clinical nutrition managers perceived all job responsibilities listed in the questionnaire
to be important (ie, the mean score of each responsibility was >3.0 of a 4.0 scale).
Respondents rated regulatory-related job responsibilities as most important and were
most satisfied with their performance of these responsibilities. Following regulatory-
related responsibilities, clinical nutrition managers perceived patient satisfaction and
staff retention to be more important than other responsibilities. In general, clinical
nutrition managers were more satisfied with their job performance for job
responsibilities that they ranked as more important.
Cortese et al., (1987) analyzed perceptions of job characteristics and job

satisfaction of central-area technicians and drug-administration technicians at The
Ohio State University Hospitals. A questionnaire was administered to 79 pharmacy
drug-administration technicians; 44 central-area technicians; 10 pharmacy residents,
who served as objective raters (5 in the central area and 5 in the decentral area); 13
central-area pharmacists; and 17 decentral-area pharmacists. Perceived job
characteristics were measured with the Job Characteristics Inventory; job satisfaction
was measured by the Minnesota Job Satisfaction Questionnaire. The two groups of
technicians differed significantly in their perceptions of task identity, task
significance, and dealing with others. Significantly greater autonomy in technicians'
jobs was perceived to exist by pharmacists and raters in both areas than by
technicians. Significantly greater task identity was perceived by the central-area
technicians than by their raters, and significantly greater task importance was
perceived by both groups of technicians than by their pharmacists and raters.
Friendship opportunities were perceived to exist to a significantly greater degree by
decentral pharmacists and raters than by the drug-administration technicians. In the
institution studied, both central-area and drug-administration technicians tended to be
dissatisfied with their jobs. Central-area technicians' satisfaction was influenced most
by the technicians' relationships with their supervisors and the feelings of
accomplishment they gained. Drug-administration technicians were most satisfied if
they believed they had opportunities to use their abilities. Efforts to increase job
satisfaction among pharmacy technicians should focus on increasing feedback and
task identity.
An Undergraduate Nurse Employment Demonstration Project (UNDP) was

implemented in four Health Service Areas in British Columbia with a concurrent
evaluation study. This demonstration project comprised the development and
implementation of a new position in the BC healthcare system. The position enabled
third- and fourth-year nursing students to be employed at their level of education. The
purposes of the evaluation were to explore the feasibility and outcomes of this type of
paid undergraduate student nurse employment (Gamroth, Budgen and Lougheed
2006). The three-year project and evaluation included both implementation and
outcome analysis. The implementation evaluation design was descriptive and
prospective, involving multiple data sources. The outcome evaluation design was
quasi-experimental, with intervention and comparison groups. Learning outcomes for
undergraduate nurses were increased confidence, organizational ability, competency
and ability to work with a team. Workplace outcomes were increased unit morale,
help with workload and improved patient care. New graduates with undergraduate
nurse experience reported less time required for orientation and transition than other
graduates who did not have this experience, and workplace nurses viewed these new
graduates as more job-ready than other new graduates. After 21 months, new
graduates with undergraduate nurse experience were less likely to move to other
employment than other new graduates. Results from the four Health Service Areas
indicated that the paid undergraduate nurse position was feasible and that outcomes
benefited students, new graduates and workplaces. The undergraduate nurse position
is now being implemented throughout all Health Service Areas in British
Columbia.By 2000, concerns in British Columbia about the nursing workforce,
workplace and patient safety had escalated to the point where diverse stakeholder
groups were prepared to work together in new ways to prepare nursing graduates to be
more job-ready, to recruit and retain new graduates and to retain existing nurses.
Stakeholder groups were administrators, labour organizations, professional
associations, educators and government. One idea to support job readiness and
retention focussed on the feasibility of implementing cooperative education for
nursing students. The effort was unsuccessful owing to lack of funding, but resulted in
a review of the literature on cooperative education and other work-study programs.
Cooperative education connects classroom learning with paid work experience for the
purpose of enhancing students' education (Fitt and Heverly 1990; Heinemann and De
Falco 1992; Ryder 1987). Reported benefits for students were improved job
preparation and graduate retention (Ishida et al. 1998), additional staffing and
reduction in orientation time (Cusack 1990; Ishida et al. 1998), increased practice
judgment (Cusack 1990; Siedenberg 1989) and better workload management (Ross
and Marriner 1985). A work-study model reported in the literature offered benefits
similar to those of cooperative education, with greater flexibility in design. An
example was the University of Texas Health Science Center at Houston's
collaborative work-study scholarship program with local hospitals (Kee and Ryser
2001). Students in second clinical semesters were employed as unlicensed personnel
by hospitals. The students, as unlicensed personnel, worked to the level of their
nursing preparation. Reported benefits for students were academic credit, financial
assistance, interaction with multidisciplinary teams, opportunity to refine clinical
skills, understanding of nurses' roles and guaranteed interview for positions on
graduation (Kee and Ryser 2001). Benefits for practice organizations were skilled
help, the opportunity to recruit new nurses and increased interaction with a university
nursing program. While nurse education stakeholders in British Columbia were
exploring options, the concept of undergraduate student nurse employment was
initiated by a group of fourth-year students at the University of Victoria who were
completing the course "Nurses Influencing Change." The students were concerned
about having enough practice experience to meet increasing nursing competency
requirements and their survival as new graduates given workplace realities. Debt load
also was a concern because extensive student practicum time limited opportunities for
paid employment during the nursing education program. Students found that the idea
of paid undergraduate nurse positions, based on the student employment model in
Alberta, was supported by nurse leaders, many practising nurses and nursing faculty
who also were concerned about meeting patient care standards and adequately
preparing nursing students. In 2000, the BC Ministry of Health Services funded an
Undergraduate Nurse Demonstration Project (UNDP) - one type of paid employment
for undergraduate student nurses - in four Health Service Areas linked with four
schools of nursing. A concurrent three-year evaluation study examined the feasibility
and outcomes of the UNDP (Gamroth et al. 2004). This paper summarizes the
findings of the evaluation. Evaluation Research An Undergraduate Nurse
Employment Demonstration Project (UNDP) was implemented in four Health Service
Areas in British Columbia with a concurrent evaluation study. This demonstration
project comprised the development and implementation of a new position in the BC
healthcare system. The position enabled third- and fourth-year nursing students to be
employed at their level of education. The purposes of the evaluation were to explore
the feasibility and outcomes of this type of paid undergraduate student nurse
employment. The three-year project and evaluation included both implementation and
outcome analysis. The implementation evaluation design was descriptive and
prospective, involving multiple data sources. The outcome evaluation design was
quasi-experimental, with intervention and comparison groups. Learning outcomes for
undergraduate nurses were increased confidence, organizational ability, competency
and ability to work with a team. Workplace outcomes were increased unit morale,
help with workload and improved patient care. New graduates with undergraduate
nurse experience reported less time required for orientation and transition than other
graduates who did not have this experience, and workplace nurses viewed these new
graduates as more job-ready than other new graduates. After 21 months, new
graduates with undergraduate nurse experience were less likely to move to other
employment than other new graduates. Results from the four Health Service Areas
indicated that the paid undergraduate nurse position was feasible and that outcomes
benefited students, new graduates and workplaces. The undergraduate nurse position
is now being implemented throughout all Health Service Areas in British Columbia.
By 2000, concerns in British Columbia about the nursing workforce, workplace and
patient safety had escalated to the point where diverse stakeholder groups were
prepared to work together in new ways to prepare nursing graduates to be more job-
ready, to recruit and retain new graduates and to retain existing nurses. Stakeholder
groups were administrators, labour organizations, professional associations, educators
and government. One idea to support job readiness and retention focussed on the
feasibility of implementing cooperative education for nursing students. The effort was
unsuccessful owing to lack of funding, but resulted in a review of the literature on
cooperative education and other work-study programs. Cooperative education
connects classroom learning with paid work experience for the purpose of enhancing
students' education (Fitt and Heverly 1990; Heinemann and De Falco 1992; Ryder
1987). Reported benefits for students were improved job preparation and graduate
retention (Ishida et al. 1998), additional staffing and reduction in orientation time
(Cusack 1990; Ishida et al. 1998), increased practice judgment (Cusack 1990;
Siedenberg 1989) and better workload management (Ross and Marriner 1985). A
work-study model reported in the literature offered benefits similar to those of
cooperative education, with greater flexibility in design. An example was the
University of Texas Health Science Center at Houston's collaborative work-study
scholarship program with local hospitals (Kee and Ryser 2001). Students in second
clinical semesters were employed as unlicensed personnel by hospitals. The students,
as unlicensed personnel, worked to the level of their nursing preparation. Reported
benefits for students were academic credit, financial assistance, interaction with
multidisciplinary teams, opportunity to refine clinical skills, understanding of nurses'
roles and guaranteed interview for positions on graduation (Kee and Ryser 2001).
Benefits for practice organizations were skilled help, the opportunity to recruit new
nurses and increased interaction with a university nursing program. While nurse
education stakeholders in British Columbia were exploring options, the concept of
undergraduate student nurse employment was initiated by a group of fourth-year
students at the University of Victoria who were completing the course "Nurses
Influencing Change." The students were concerned about having enough practice
experience to meet increasing nursing competency requirements and their survival as
new graduates given workplace realities. Debt load also was a concern because
extensive student practicum time limited opportunities for paid employment during
the nursing education program. Students found that the idea of paid undergraduate
nurse positions, based on the student employment model in Alberta, was supported by
nurse leaders, many practising nurses and nursing faculty who also were concerned
about meeting patient care standards and adequately preparing nursing students.
Stechmiller and Yarandi (1992) conducted a study to develop a conceptual

path model to explain the effects of a set of personal and work-related independent
variables and the dependent variables of situational stress, job stress and job
motivation on job satisfaction among critical care nurses. Nine hospitals licensed for
at least 250 beds in the northeastern, northwestern, northcentral, and southern regions
of Florida. Three hundred female critical care nurses employed in the nine hospitals
who had worked full-time for at least 3 months. Subjects were administered a
demographic and work survey questionnaire, Daily Hassles Instrument, Psychological
Hardiness Test and the Job Diagnostic Inventory. A conceptual path model was
constructed to illustrate the effects of a set of personal and work-related independent
variables and the dependent variables of situational stress, job stress and job
motivation on job satisfaction. Path analysis of a job satisfaction model resulted in a
causal progression of situational stress leading to either job stress or job motivation,
both affecting job satisfaction. The results showed that job stress, job motivation, job
expectations, meaningful work, knowledge of work results, commitment to career,
health difficulties, task identity, supervision, dealing with others at work, opportunity
for advancement, pay and job security had a significant effect on job satisfaction.
Thirteen variables had a significant effect on job satisfaction and explained 63% of
the variance. The four most significant effects on job satisfaction were opportunities
for advancement, meaningfulness of work, pay and supervision. Commitment to the
career, task identity and job security had a modest effect on job satisfaction.
Motivation relies on internal/intrinsic and external factors to stimulate work-

related behavior. This article by Timmreck (2001) presents an overview of Herzberg's
motivation-hygiene theory and reports on the results of a study of 99 health service
midmanagers. The participants completed a survey asking whether they believe in
motivational factors and if they use them. Several of Herzberg's motivational factors
were included (achievement, recognition, work itself, responsibility, advancement)
plus several other motivational factors including money/pay, self-interest, seek a
higher standard of living. Negative factors included guilt, threats, power, and control.
This article presents motivation factors, such as achievement, recognition, work itself,
responsibility, advancement, growth, self-interest, pay, and belief in successful
outcome, that were presented to 99 mid-level health services administrators.
Dawal and Taha (2004) conducted a survey to investigate the relationship

between job satisfaction and job factors that affect work design in two automotives
manufacturing companies in Malaysia. A set of multiple choices questionnaires was
developed and data were collected by interviewing the employees at the production
plant. Hundred and seventy male subjects between the ages of 18 to 40 years with the
mean age of 26.8 and SD of 5.3 years and mean work experience of 6.5 and SD of 4.9
years took part in the survey. The survey focused on job factors, i.e. skill variety, task
identity, task significance, autonomy and feedback. The results support the previous
findings that job factors are significantly correlated to job satisfaction. Furthermore, it
also highlights the significant influence of age, work experience and marital status.
Kaarna, Polluste, Lepnurm and Thetloff (2004) evaluated the level of job
satisfaction among the staff at an Estonian hospital and to describe factors related to
their job satisfaction. All staff members of the Parnu County Hospital (n = 673),
except 56 staff members who were away from work during the study were selected.
Respondents (n = 473) indicated an average job satisfaction level of 3.86 +/- 0.81 on a
5-point scale. The efficiency of hospital management as measured by planning,
relationships with supervisors, knowledge and communication regarding hospital
goals, plans, quality of services, budgetary situation, and staffing problems was
positively correlated with job satisfaction. Stress and unrealistic expectations were
negatively correlated with job satisfaction. The feeling of being part of the
organization was also correlated with job satisfaction. Recognition from supervisors
and discussions with colleagues were found to be weakly correlated with job
satisfaction. There were differences between occupational categories. The
management of Parnu County Hospital has been able to create good supervisory
relationships with staff by providing sufficient information about the goals of the
hospital, the quality of services, the budgetary situation, and staffing problems that
arise. Stress levels reported are not excessive and staff are loyal to their hospital.
Milewski and KcKercher (1983) measured Job satisfaction in hospital

pharmacists before and after they participated in peer performance-evaluation (PPE).
Job satisfaction questionnaires were administered to 35 staff pharmacists in three
hospitals (a 500-bed hospital in Vermont and two Michigan hospitals of 234 and 446
beds). Items on the questionnaires reflected five facets of job satisfaction that directly
relate to intrinsic reward and communication. Two weeks after the questionnaires
were completed, peer performance-evaluation forms were distributed; subjects
evaluated each of the other staff pharmacists at their hospital. Approximately six
months later, peer performance-evaluation was repeated, followed by the posttest job
satisfaction survey. The results of the PPEs were not divulged until after the posttest.
Of the questionnaires returned, a matched sample of pretest-posttest questionnaires
from 21 pharmacists was obtained. Analysis of the five facets showed that scores for
two of the facets were significantly higher after PPE. PPE is one of many factors that
may influence job satisfaction. In this limited study, certain aspects of job satisfaction
seemed to increase after pharmacists participated in PPE.
The development of an expanded understanding of employees' reaction to

their job may be important for improvement in the quality of work life and of services
rendered. Therefore, Akroyd and Robertson (1989) determined whether the factors, or
rewards, that significantly affect respiratory therapists' job satisfaction.
Questionnaires designed to elicit responses related to job satisfaction and
demographic information were mailed to a random sample of registered respiratory
therapists in 9 southeastern states. The Job Descriptive Index (JDI) was used to
measure facets of and total job satisfaction. The independent variables used were:
Satisfaction with Work on the Job, Supervision, Promotion Opportunities, Pay, and
People on the Job. Satisfaction with Work on the Job (p = 0.0001, F = 39.1) and with
Supervision (p = 0.005, F = 8.48) were the only variables that significantly affected
the job satisfaction scores of respiratory therapists. Because satisfaction with work on
the job and supervision seem to be rewards therapists consider important, managers
need to evaluate those factors in their own organization in relation to their possible
impact upon staff members.
The critical shortage of nurses experienced throughout the western world has
prompted researchers to examine one major component of this complex problem - the
impact of nurses' professional identity and job satisfaction on retention. Hence,
Cowin, Johnson, Craven and Marsh (2008) conducted a descriptive correlational
design with a longitudinal element was used to examine a causal model of nurses'
self-concept, job satisfaction, and retention plans in 2002. A random sample of 2000
registered nurses was selected from the state registering authority listing. A postal
survey assessing multiple dimensions of nurses' self-concept (measured by the nurse
self-concept questionnaire), job satisfaction (measured by the index of work
satisfaction) was undertaken at Time 1 (n=528) and 8 months later at Time 2 (n=332)
(including retention plans (measured by the Nurse Retention Index). Using
confirmatory factor analysis, correlation matrices and path analysis, measurement and
structural models were examined on matching pairs of data from T1 and T2 (total
sample N=332). Nurses' self-concept was found to have a stronger association with
nurses' retention plans (B=.45) than job satisfaction (B=.28). Aspects of pay and task
were not significantly related to retention plans, however, professional status (r=.51),
and to a lesser extent, organizational policies (r=.27) were significant factors. Nurses'
general self-concept was strongly related (r=.57) to retention plans. Strategies or
interventions requiring implementation and evaluation include: counseling to improve
nurse general self-concept, education programs and competencies in health
communication between health professionals, reporting of nurse-initiated programs
with substantial patient benefit, nurse-friendly organizational policies, common health
team learning opportunities, and autonomous practice models.
Optimal organization performance needs policies for the development of

human resource nowadays. Human resources are the most important factor of
production, source of essential competencies and competitive advantage and the most
valuable capital. Therefore, the most reliable method for achieving competitive
advantage in the current scenario is to improve the employee efficiency. Job rotation
is a valuable approach of human capital development as well as job design policies,
and has the capacity to enhance job satisfaction and improve employee potential.
Therefore, the present research study conducted by Saravani and Abbasi (2013) aims
to examine the beneficial effects of job rotation practices on employee performance in
Keshavarzi Banks of Gilan, taking job satisfaction and skill diversity into
consideration and also providing efficient guidelines in order to allow managers to
lead an organization in the direction of better future with the help of desired policies.
The subjects were selected from 30 branches of the Keshavarzi Bank in three centre,
south, east and western districts. 218 bank employees were selected for further data
collection. The sample size was estimated using Cochran formula and was found to be
137. Thus, LISREL software was utilized to examine the relationship among job
rotation and organization performance. This was done by mediating the role of job
satisfaction and skill variation by modeling structure equations. The results of the
study revealed that the job performance in not influenced directly by job rotation. But
job satisfaction and skill variation mediated job performance was found to be
influenced positively by job rotation.
Several companies use job rotation design widely at different hierarchical
levels. Job rotation is the result of determination and effort which is determined by
adoption of human resource of a company along with technical processes. In Turkey,
various companies having foreign capital in majority have applied the technique of
job rotation successfully in order to improve performance of the workers. Thus, to
achieve this aim, the first thing to do is to ensure that the practice of job rotation is
generating the expected results on employee’s performance and motivation (Kaymaza
2010). This motivation of an employee can be achieved by improving the skills and
knowledge, decreasing monotony, deciding the most beneficial position/job, and
preparation of employee for management responsibilities. Therefore, the objective of
this study was to test the hypothesis i.e. ‘Job rotation processes have positive effect on
motivation of an employee’. The results of this study revealed that job rotation
actually affect motivation positively.
The reviews presented above shows job rotation may be an effective way to
improve the performance and services provided by the organizations. The reviews
also indicate diverse studies observing various organizations such as higher education
institutions, health care settings and banks. However, there is dearth of research
studies in relation to attitude of employees towards job rotation, job enlargement and
job enrichment in an organizational set up. Therefore this study seems to be logical
and justified.
METHODOLOGY
The study critically evaluates the attitude of employees towards job rotation,
job enlargement and job enrichment by using descriptive method of research. This
chapter describes systematically the methodology of research that contains nature of
the research design, population and sample, variables, tools used, procedures and
statistical tools.
3.1 Design of the Study
The study was a cross-sectional survey. Since the participants were recruited
without systematic randomized sampling, the sampling could be considered as
convenience sampling.
3.2 Development of Questionnaire
On the basis of review a custom made questionnaire was designed. The

questionnaire had 18 questions distributed in three dimensions i.e. job rotation (6
items), job enrichment (8 items), and job enlargement (4 items) to assess the efficacy
of job rotation policies in an organization. The questionnaire was written in English.
All the questions were close-ended with multiple options. It was shown to two experts
and was approved. Therefore, the questionnaire bears content validity.
3.3 Methods of Data Collection
In this survey study, as a first step, the investigator visited the director of
ONGC, and explained him about the purpose of this piece of research. After receiving
permission, all the selected employees were requested to fill the questionnaire and
provide research related information as asked for.
3.4 Procedure of Administration of the Questionnaire
The researcher handed over the structured questionnaire, as developed in this

study, to the sample-subjects along with pencil and eraser. Prior to give answers to the
questionnaire, the subjects were instructed to write their name, address (residential),
contact number and to fill the demographic information (e.g., age, sex etc.) as
mentioned in the first page of the questionnaires. Then the researcher gave examples
about the process of giving answers to the questions and also clarified all doubts, if
any, for filling up the questionnaires.
3.5 Subjects
The survey questionnaire was distributed to the eighty (n=80) employees of

Oil and Natural Gas Corporation (ONGC) in BKC, Mumbai (males:females were
73.75 percent: 26.25 percent). The method of distribution was random, but not
systematic (16). No specific method was used to recruit participants. There were no
incentives or punitive measures to fill in the questionnaire. This was not difficult as
the language of instruction was English. All respondents gave their consent to use the
data, while concealing their identity. The only criterion to take part in the study was to
have sufficient English knowledge to fill in the questionnaire. There were 86
responses collected, out of which 80 responses were included for analysis and the
remaining 6 incomplete questionnaires were excluded. 10%, 21.25%, 42.5%, and
26.25% respondents were in the age group of 25-35, 35-45, 45-55, and 55 years &
above respectively.
3.6 Data Extraction and Analysis
All data were de-identified and analyzed anonymously. The responses of the
participants were noted, sorted, and counted. The results were converted into
percentages. No pre hoc analysis was done as the sample was randomly collected.
ANALYSIS AND INTERPRETATION OF
RESULTS
In this study to achieve the objectives, one structured questionnaire have been
developed and administered to critically evaluate the attitude of employees towards
job rotation, job enlargement and job enrichment. The results have been presented in
this chapter.
4.1 Results on organization design
The results on responses given in the questionnaire by the employees have

been analyzed as follows.
Question No. 1 The organization’s goals and objectives are clear to me.
The results presented in Table 1 regarding awareness of goals and objectives

of an organization among employees indicate that 20% employees are unaware, 20%
employees were not sure and 60% agreed that they are aware of the goals and
objectives of their organization.
The results showed that majority of the employees were aware of their
organization’s goals and objectives (Fig. 1).
Table 1
INFORMATION OF ORGANIZATION’S GOALS AND OBJECTIVES
Scale SD D NAD A SA Total
Respondent 0 1 1 3 0 5
Percentage 0% 20% 20% 60% 0%

Question No. 2 Roles and responsibilities within the group are understood.
The results presented in Table 2 regarding the understanding of roles and

responsibilities within a group in an organization indicate that 20% employees did not
understand their roles and responsibilities whereas 80% understood their roles and
responsibilities within a group.
The results help to interpret that majority of the employees were aware of
their roles and responsibilities within a group in an organization (Fig. 2).
Table 2
ROLES AND RESPONSIBILITIES
Percentage 0% 20% 0% 80% 0%

Fig. 2 ROLES AND RESPONSIBILITIES
0%
0%
20%
0%
SD
D
NAD
A
80%
SA
4.2 Results on Individual Job Characteristics

Question No. 3 My skills and abilities are fully utilized in my current job.
The results presented in Table 3 regarding utilization of skills and abilities of

the employees in their current job indicate that 20% felt that their skills and abilities
are under-utilized whereas 40% each agreed and strongly agreed that their skills and
abilities were fully utilized in their organization.
The results helps to interpret that most of the respondents are of the opinion
that their skills and abilities are fully utilized in their current job (Fig. 3).
Table 3
UTILIZATION OF SKILLS AND ABILITIES IN THE ORGANIZATION
Percentage 0% 20% 0% 40% 40%

Question No. 4 My work adds value to the organization.
The results presented in Table 4 regarding importance of employee’s work in

an organization indicate that 20% each disagree and strongly agree, and 60% agree
that their work adds value to the organization.
The results helps to interpret that most of the respondents felt that their
work contributes towards the progress of their organization (Fig. 4).
Table 4
IMPORTANCE OF EMPLOYEE’S WORK IN AN ORGANIZATION
Percentage 0% 20% 0% 60% 20%

4.3 Results on Co-worker Relations

Question No. 5 Employees consult each other when they need support.
The results presented in Table 5 regarding consultation of workers among

themselves for support and help indicate that 20% each strongly disagree, disagree,
and agree while 40% neither agreed or disagreed.
The results help to interpret that only 20% of the employees agree that they
sought support from their co-workers whenever needed. Surprisingly majority of
the employees do not consult their co-workers for support (Fig. 5).
Table 5
CO-WORKER RELATIONSHIPS
Percentage 20% 20% 40% 20% 0%

Question No. 6 Individuals appreciate the personal contributions of their peers.
The results presented in Table 6 regarding appreciation of personal

contributions of co-workers indicate that 20% strongly disagree, agree and neither
agree nor disagree respectively whereas 40% disagree that their personal contributions
are appreciated by other individuals.
The results helps to interpret that most of the respondents disagreed that
there is appreciation of their personal contributions by individuals of their
organization. However, 20% agreed that they are appreciated for their personal
contributions by the individuals (Fig. 6).
Table 6
APPRECIATION OF PERSONAL CONTRIBUTIONS BY INDIVIDUALS
Percentage 20% 40% 20% 20% 0%

4.4 Results on Culture/Work Environment

Question No. 7 I feel valued as an employee.
The results presented in Table 7 regarding employee satisfaction in an

organization indicate that 20% disagree, neither agree nor disagree, strongly agree
respectively whereas 40% agree that they feel valued as employee of the organization.
The results helps to interpret that most of the respondents felt valued and
satisfied as an employee of the organization (Fig. 7).
Table 7
EMPLOYEE SATISFACTION AT WORK
Percentage 0% 20% 20% 40% 20%

Question No. 8 Employees have a good balance between work and personal life.
The results presented in Table 8 regarding balance between work and personal
life of employees show that 40% each agree and strongly agree whereas 20% disagree
that they had good balance between work and personal life.
The results helps to interpret that majority of the respondents had a good
balance between professional and personal life while working in an organization
(Fig. 8).
Table 8
BALANCE BETWEEN WORK AND PERSONAL LIFE
Percentage 0% 20% 0% 40% 40%

4.5 Results on Senior Management

Question No. 9 Senior management sets high standards of excellence.
The results presented in Table 9 regarding standard of excellence set by senior

management in an organization indicate that 80% employees agree whereas only 20%
neither agree nor disagree.
The results helps to interpret that majority of the respondents are of the
opinion that the senior management is able to set high standards of excellence (Fig.
9).
Table 9
STANDARDS OF EXCELLENCE BY MANAGEMENT
Percentage 0% 0% 20% 80% 0%

Question No. 10 I believe senior management appreciates the work I do.
The results presented in Table 10 regarding appreciation of employee’s work

by senior management indicate that 40% each disagree, and neither agree nor
disagree. Whereas 20% agreed that their work is appreciated by senior management.
The results helps to interpret that majority of the employees believed that
their work is not appreciated by the senior management (Fig. 10).
Table 10
APPRECIATION OF WORK BY SENIOR MANAGEMENT
Percentage 0% 40% 40% 20% 0%

4.6 Results on Director Supervisor

Question No. 11 My direct supervisor gives me helpful feedback on how to be more

effective.
The results presented in Table 11 regarding feedback from the direct

supervisor on improving effectiveness in work indicate that 60% employees were not
sure of the feedback being helpful while 40% believed that feedback of supervisor
helped them improve efficiency at work.
The results helps to interpret that majority of the employees were not sure
whether the feedback from their direct supervisor is helpful in enhancing their
work performance (Fig. 11).
Table 11
EFFECTIVENESS OF FEEDBACK BY DIRECT SUPERVISOR
Percentage 0% 0% 60% 40% 0%

Question No. 12 I believe my direct supervisor appreciates the work I do.
The results presented in Table 12 regarding appreciation of employee’s work

by direct supervisor indicate that 80% agree and 20% strongly agree that their work is
appreciated.
The results helps to interpret that almost all the employees believed that
their work is appreciated by the direct supervisor (Fig. 12).
Table 12
APPRECIATION BY DIRECT SUPERVISOR
Percentage 0% 0% 0% 80% 20%

4.7 Results on Work Processes

Question No. 13 Everyone here takes responsibility for their actions.
The results presented in Table 13 regarding taking responsibility indicate that

60% employees disagree whereas 40% neither agree nor disagree.
The results helps to interpret that majority of the respondents feel that they
take responsibility of their actions (Fig. 13).
Table 13
PROFESSIONAL RESPONSIBILITIES TAKEN BY EMPLOYEES
Percentage 0% 60% 40% 0% 0%

Question No. 14 My work group operates effectively as a unit.
The results presented in Table 14 regarding performance of employees as unit

indicate that 40% each strongly disagree and agree while only 20% feel that the work
group operates effectively as a unit.
The results helps to interpret that most of the employees believe that their
work group does not operate effectively as a unit (Fig. 14).
Table 14
UNITY IN A TEAM
Percentage 40% 40% 0% 20% 0%

4.8 Results on Communications

Question No. 15 I receive the information I need to perform my job well.
The results presented in Table 15 regarding information update related to job

indicate that 20% each neither agree nor disagree and strongly agree while 60% of the
employee agree.
The results helps to interpret that majority of the employees receive

important information updates related to their job, which in turn, allows
improvement in their performance (Fig.15).
Table 15
INFORMATION UPDATE RELATED TO JOB
Percentage 0% 0% 20% 60% 20%

Question No. 16 Interpersonal communication and relationships contribute to
organizational performance.
The results presented in Table 16 regarding contribution of interpersonal

communication and relationships towards organizational performance indicate that
40% agree and 60% strongly agree.
The results help to interpret that all of the respondents agree to the fact that
interpersonal communication and relationships have a significant contribution
towards improvement of organizational performance (Fig. 16).
Table 16
CONTRIBUTION OF INTERPERSONAL COMMUNICATION AND

RELATIONSHIPS
Percentage 0% 0% 0% 40% 60%

Question No. 17 Our face-to-face meetings are productive.
The results presented in Table 17 regarding productivity of face to face

meetings indicate that 40% strongly disagree, 20% each disagree, agree and strongly
agree.
The results help to interpret that most of the employees find face to face
meeting non-productive whereas few of them believe that such meetings are
productive (Fig. 17).
Table 17
PRODUCTIVITY OF MEETINGS
Percentage 40% 20% 0% 20% 20%

4.9 Results on Customer Satisfaction

Question No. 18 Our products/services meet our customers' expectations.
The results presented in Table 18 regarding meeting customers’ expectations

through good products and/or services in an organization indicate that 40% each
agree, strongly agree, neither agree nor disagree and 20% disagree.
The results help to interpret that majority of the employees believe that their
products/services meet customers’ expectations to a great extent (Fig. 18).
Table 18
QUALITY OF PRODUCTS/SERVICE AND CUSTOMER SATISFACTION
Percentage 0% 20% 40% 40% 40%

Question No. 19 We deliver our products/services on-time.
The results presented in Table 19 regarding on-time delivery of

products/services in an organization indicate that 60% employee agree, 20% strongly
agree, and 20% neither agree nor disagree.
The results helps to interpret that greater number of employees believe that
they deliver their products and services on-time (Fig. 19).
Table 19
ON-TIME DELIVERY OF PRODUCTS/SERVICES
Percentage 0% 0% 20% 60% 20%

4.10 Results on Technology

Question No. 20 Our technology is reliable and works when we need it to work.
The results presented in Table 20 regarding reliability and on-time

performance of technologies of the organization indicate that 40% each agree and
strongly agree, whereas 20% disagree.
The results help to interpret that majority of the respondents feel that their
technology is reliable and works on-time whenever required (Fig. 20).
Table 20
RELIABILITY OF TECHNOLOGY
Percentage 0% 20% 0% 40% 40%

4.11 Discussion
Despite an increasing amount of research on the job rotation, job enrichment

and job enlargement (Khan et al., 2014; Jans & Frazer 2004; Adomi 2006), there have
been no surveys carried out to determine its success in a government organization. In
the present study, out of 80 questionnaires correctly filled, 30 to 35% employees were
rotated 1-5 times, whereas 20% were rotated more than five times. This percentage in
the government organization indicates that the job rotation policy is well implemented
and adapted. This is possibly because job rotation reduces boredom and improves
performance of the employees (Allwood & Lee 2004; Kurtulu 2010). It is interesting
to note that the rotation of employees was in almost all the existing departments and
designations. This may give employees an opportunity to learn the working pattern of
each department and enrich them to take the responsibilities which may come forward
in their future employment. In fact, majority i.e. 71.25% of employees feel that
rotation helped them to learn more about different departments that helped to gain
confidence. Further, most of the employees i.e. 56.25% were of the view that job
rotation helped to develop knowledge, skills and attitude. However, few employees
i.e. 33.75% feels that job rotation creates stress & anxiety. Finally, the results helps to
interpret that job rotation can be successfully implemented to enhance the
performance of employees. In fact, earlier studies also showed success of job rotation
policies in various organizations (Benjamin 2014; Shahin & Saravani 2013).
Regarding job enrichment it was found that the organization believes in job
enrichment of employees and majority of employees felt that enrichment policy leads
to higher level of satisfaction, motivation and also enhance performance. It is
interesting to note that the job enrichment technique used in the organization was
change in nature of work or department of work. The results help to interpret that the
technique used was effective in learning new skill, skill improvement, motivation and
reduced boredom. Previous research reports also indicate that job enrichment is
helpful in enhancing performance of the employees (Ichniowski, & Shaw 1999).
Although majority of employees are favourable to job enrichment policy however few
of them were of the opinion that the policy may increase their workload.
In case of job enlargement majority of the employees were of the opinion that it helps
to create variety in their professional life. Furthermore, job enlargement helps to
motivate employees and leads to enhance performance and job satisfaction. Similar
findings were evident in previous studies (Garg & Rastogi 2006; Ortega 2001).
The main limitations of the study are: (i) the method used to sample the
population was not systematic and randomized; however, these results can be
considered a prelude for a systematic study to be conducted on a larger sample; and
(ii) the sample surveyed was restricted to the employees of Oil and Natural Gas
Corporation in one metropolitan city due to which the findings are likely to have
limited generalizability. Despite these limitations, the findings are of interest and can
be considered as pilot findings for a more wide-reaching, systematically sampled
survey in the future.
SUMMARY, CONCLUSION AND
RECOMMENDATIONS
5.1 Summary
Administration is a key to success of a respective institution/industry, whether

it is profit organization or non-profit organization. Administration plays very
important role in managing the institutional activities. In an institution a number of
employees work under the supervision of their department heads. Every employee of
an organization needs to understand the characteristics to settle in the respective job.
Characteristic like organizational norms, observed behavioral Regulation, Rules,
organizational climate etc. This kind of information helps the employee to set their
position in an Organization.
A job may be defined as a group of position involving some duties,

responsibilities knowledge and skill.” Job rotation method was first introduced in the
80’s in Denmark and was then over the following years further developed and
implemented on nation-wide scale. Job rotation is a job design and management
approach in which employees are moved between two or more responsibilities in a
planned manner. Rotation in job responsibilities provides exposure to a variety of
experiences and might in this way an employee can develop his/her professional
skills. Further, rotation increases motivation and reduces the boredom of employee
and keeps them interested in their job. Although, job rotation policies seems to be
beneficial for the organization but attitude of employees towards job rotation, job
enrichment & job enlargement has not been explored. Therefore the following
objectives have been taken into consideration.
 To study the job rotation policies implemented in a selected organization from

Bandra, Mumbai.
 To assess the attitude of employees towards job rotation implemented in

respective department.
 To explore the effect of job rotation on job enrichment and job enlargement.
The study was a cross-sectional survey. Since the participants were recruited
without systematic randomized sampling, the sampling could be considered as
convenience sampling. The questionnaire had 18 questions distributed in three
dimensions i.e. job rotation (6 items), job enrichment (8 items), and job enlargement
(4 items) to assess the efficacy of job rotation policies in an organization. The
questionnaire was written in English. All the questions were close-ended with
multiple options. The survey questionnaire was distributed to the eighty (n=80)
employees of Oil and Natural Gas Corporation (ONGC) in BKC, Mumbai
(males:females were 73.75 percent: 26.25 percent). The method of distribution was
random, but not systematic. No specific method was used to recruit participants.
There were no incentives or punitive measures to fill in the questionnaire. This was
not difficult as the language of instruction was English. All respondents gave their
consent to use the data, while concealing their identity. The only criterion to take part
in the study was to have sufficient English knowledge to fill in the questionnaire.
There were 86 responses collected, out of which 80 responses were included for
analysis and the remaining 6 incomplete questionnaires were excluded. 10%, 21.25%,
42.5%, and 26.25% respondents were in the age group of 25-35, 35-45, 45-55, and 55
years & above respectively.
All data were de-identified and analyzed anonymously. The responses of the
participants were noted, sorted, and counted. The results were converted into
percentages. No pre hoc analysis was done as the sample was randomly collected.
Major Findings
The findings of this study have been summarized below.
 In response to the first question under the dimension of job rotation, 15%,
30%, 35% and 20% respondents were rotated once, 1-3 times, 3-5 times, and
more than 5 times respectively in their current company after joining.
 The second question assessed the various departments where the respondents
worked as a result of rotation. It was found that 13.75%, 17.5%, 12.5%, and
56.25% respondents worked in civil, electrical, industrial relations and other
departments respectively.
 The third question assessed job positions where the respondents worked as a
result of rotation. The results revealed that 11.25%, 15%, 30%, 16.25%, and
27.5% of respondents worked as assistant manager, manager, executive level,
engineer, and other designations respectively.
 The fourth question determined whether the job rotation helped the
respondents to learn about different departments and helped to gain
confidence. It was found that majority of the employees i.e. 71.25% are of the
opinion that rotation helped them to learn and gain confidence whereas 8.75%
respondents said they did not learnt or gained confidence through job rotation.
 The fifth question assessed the disadvantages of job rotation and the results
revealed that 36.25%, 33.75%, 12.5%, and 17.5% respondents are of the
opinion that disadvantages of job rotation are lack of skill development, stress
and anxiety, safety risks and others respectively. The sixth question
determined the advantages of job rotation which revealed that 13.75%,
28.75%, and 56.25% respondents felt that it reduces attrition rate, employee
satisfaction and motivation, and develops KSA (Knowledge, skill and
attitude).
In job enrichment dimension, the first question was, “Does your company
believe in the job enrichment of its employees?”
 The result of percentage-wise analysis showed that 48.75% respondents

are of the opinion that their company believes in job enrichment whereas
46.25% were not sure. Further, 5% respondents opined that their company
does not believe in job enrichment.
 The second question assessed whether job enrichment lead to higher level of
satisfaction and it was found that majority of the respondents i.e. 57.5% and
37.5% agreed, whereas 5% feel that job enrichment does not lead to higher
level of job satisfaction.
 The third question assessed whether job enrichment motivated the

respondents and results revealed that majority of the respondents i.e. 67.5%
felt motivated while 27.5% felt motivated sometimes. However, 3.75%
respondents never felt motivated.
 The fourth question asked the respondents whether job enrichment helps
them in their performance. The results showed that majority of the
respondents i.e. 63.75% felt that their performance increased due to job
enrichment, whereas 33.75% felt improvement sometimes. However, 1.25%
did not felt the improvement in their performance due to job enrichment.
 The fifth question assessed the techniques of job enrichment used for the
respondents. The results showed that 58.75%, 23.75%, 16.25% and 1.25%
respondents were of the opinion that the techniques such as change in nature
of work or department of work, new team to work with, more work with less
manpower, and other techniques were used for job enrichment.
 The sixth question assessed effect of job enrichment on skill improvement of

employees and the results showed that the majority of the respondents i.e.
52.5% felt that skill can be improved through job enrichment, whereas
41.25% felt it can be improved sometimes. However, 6.25% felt job
enrichment cannot improve skill of the employees.
 The seventh question assessed benefits of job enrichment and the results
showed that 70%, 17.5%, 11.25%, and 1.25% respondents were of the
opinion that benefits of job enrichment are learn new skills, motivation,
reduce boredom, and others respectively.
 The eighth question determined the disadvantages of job enrichment

procedure and the results showed that 48.75%, 12.5%, 28.75%, and 10%
respondents were of the opinion that the disadvantages of job enrichment
could be workload, poor performance, lack of preparation, and others
respectively.
In the dimension on job enlargement, the first question assessed whether job
enlargement creates variety in employees’ professional life.
 The results showed that majority of the respondents i.e. 61.25% felt that job
enlargement sometimes creates variety in professional life, whereas 32.5% felt
that job enlargement is always helpful in creating variety in professional life.
However, 6.25% did not felt that job enlargement is helpful in creating variety
in professional life.
 The second question assessed the level of satisfaction due to job enlargement
in the respondents. The results showed that majority of the respondents i.e.
70% felt that job enlargement sometimes leads to higher level of satisfaction,
whereas 26.25% felt that job enlargement always leads to higher level of
satisfaction. However, 3.75% did not felt that job enlargement leads to higher
level satisfaction.
 The third question determined motivation due to job enlargement among

respondents. The results showed that majority of the respondents i.e. 56.25%
felt that job enlargement sometimes leads to motivation, whereas 41.25% felt
that job enlargement always leads to motivation. However, 2.5% did not felt
that job enlargement leads to motivation.
 The fourth question determined whether job enlargement helps in performance

enhancement among respondents. The results showed that majority of the
respondents i.e. 51.25% felt that job enlargement sometimes leads to
enhancement of performance, whereas 41.25% felt that job enlargement
always leads to enhancement of performance. However, 6.25% did not felt
that job enlargement leads to enhancement of performance.
5.2 Conclusion
The attitude of employees towards job rotation policy, within limitations,

could conclude the followings:
 Job rotation helps to learn the working pattern of each department and enrich
them to take the responsibilities which may come forward in their future
employment. Further, job rotation helped to develop knowledge, skills and
attitude. Job rotation can be successfully implemented to enhance the
performance of employees.
 Job enrichment policy leads to higher level of satisfaction, motivation and also
enhances performance.
 Job enlargement helps to motivate employees and leads to enhance

performance and job satisfaction.
5.3 Recommendation and further suggestion
Based on the major findings and conclusion, the present investigation

recommends the followings:
 Job rotation policy is a better strategy that has been recommended to

implement among the administrative staff not only in the government
organizations but also among the employees of private sector.
 This is a survey study under the descriptive type of research. However, an

experimental study in this direction is further suggested to validate the result
of the present study.
LEARNING OUTCOME
Although implementation of job rotation policy has world-wide popularity

towards improvement of quality of the administrative staff but assessment of attitude
of employees towards this policy and its effectiveness in Indian perspectives was
unknown. In fact, this is a novel way of providing meaningful career development
opportunities for experienced employees. Methods of job enrichment, job rotation and
job enlargement need to be considered as part of career development policy. In this
piece of research, the investigator has developed and contributed one questionnaire
for assessing the attitude of employees towards job rotation, job enrichment and job
enlargement for quality improvement of the administrative staff of an organization.
The results appear in this investigation is thought provoking and added a quantum of
knowledge to the global literature of managing human resources.
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QUESTIONNAIRE
I. Name of employee: ___________________________________________

II. Current Job profile/position: ___________________________________
III. Age of employee:
1. 25 – 35
2. 35-45
3. 45-55
4. 55 & above
IV. Gender:
1. Male
2. Female
V. Number of years of working:
1. 1-10
2. 10-20
3. 20-40
Please answer the following questions
JOB ROTATION
Q1. How often were you rotated in your current company after joining?
a) Once
b) 1-3 times
c) 3-5 times
d) More than 5 times
Q2. Mention the names of all departments where you have worked as a result of
rotation?
a) Civil
b) Electrical
c) Industrial Relation
d) Others, Please Specify ___________________________________
Q3. Mention the names of all job positions where you have worked as a result of
rotation?
a) Assistant Manager
b) Manager
c) Executive Level
d) Engineer
e) Others, Please Specify ___________________________________
Q4. Do you think rotation helped you to learn about different departments and helped
you gain confidence as an employee of this company?
a) Always
b) Sometimes
c) Never
Q5. What are the Disadvantages of Job rotations?

a) Lack of Skill Development
b) Stress and Anxiety
c) Safety Risks
Q6. What are the Advantages of Job rotations?
a) Reduces Attrition Rate

b) Employee Satisfaction and Motivation
c) Develops KSA (Knowledge, Skills, Attitude)
JOB ENRICHMENT
Q1.Does your company believe in the job enrichment of its employees?
a) Always
b) Sometimes
c) Never
Q2. Does Job enrichment lead to higher level of satisfaction?
a) Always
b) Sometimes
c) Never
Q3. Does Job enrichment motivates you?
a) Always
b) Sometimes
c) Never
Q4. Does Job enrichment help in your performance?

a) Always
b) Sometimes
c) Never
Q5. What are the techniques of job enrichment have been used for you?
a) Change in nature of work or department of work
b) New team to work with
c) More work with less manpower
Q6. Do you think that job enrichment has a good effect on skill improvement of
employees?
a) Always
b) Sometimes
c) Never
Q7. What all other benefits of job enrichment are there?
a) Learn New Skills

b) Motivation
c) Reduce boredom
Q8. What are the disadvantages of having the job enrichment procedure?
a) Workload
b) Poor Performance
c) Lack of preparation
JOB ENLARGEMENT
Q1. Does Job enlargement create variety in your professional life?
a) Always
b) Sometimes
c) Never
Q2. Does Job enlargement lead to higher level of satisfaction?
a) Always
b) Sometimes
c) Never
Q3. Does Job enlargement motivate you?
a) Always
b) Sometimes
c) Never
Q4. Does Job enlargement help in your performance?
a) Always
b) Sometimes
c) Never

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A

Final Specialization Project Report

IMPACT OF JOB ROTATION, JOB ENRICHMENT

THAKUR INSTITUTE OF MANAGEMENT STUDIES

In Partial Fulfillment of the Requirement for the Degree of

Under the Guidance of

Management Studies and Research) has successfully completed Final Specialization

Enlargement Policy” is a bonafide work completed in fulfillment of requirement for

the Post Graduation Diploma in Management prescribed by Thakur Institute of

Signature of Head of Institute:

Signature of Faculty Guide:

Job Enlargement Policy” submitted to Thakur Institute of Management Studies and

I extend my gratitude to Thakur Institute of Management Studies and Research for

I. INTRODUCTION ... ... ... 2

1.1 Preamble ... ... … 2

1.2 Brief Concept of Job Rotation … ... ... 2

1.3 Problem Statement … … … 3

1.4 Objectives of Study … … … 5

1.5 Hypotheses … ... ... 5

1.6 Delimitation of the Study ... ... ... 5

1.7 Limitations of the Study … ... ... 5

1.8 Significance of the Study ... ... ... 6

1.9 Definitions of Terms Used … … … 6

II. REVIEW OF RELATED LITERATURE ... 7

III. METHODOLOGY ... ... ... 28

3.1 Design of the Study ... ... ... 28

3.2 Development of Questionnaire … … … 28

3.3 Methods of Data Collection … … … 28

3.4 Procedure of Administration of Questionnaire … 29

3.6 Data Extraction & Analysis … … … 29

IV. RESULTS AND INTERPRETATION ... 30

4.1 Results on Organization Design … … … 30

4.2 Results on Individual Job Characteristics … … 34

4.3 Results on Co-Worker Relations … … … 38

4.5 Results on Senior Management … … … 46

4.6 Results on Director Supervisor … … … 50

4.7 Results on Work Processes … … … 54

4.8 Results on Communications … … … 58

4.9 Results on Customer Satisfaction … … … 64

4.10 Results on Technology … … … 68

V. SUMMARY, CONCLUSION AND

5.3 Recommendation & Further Suggestion … … 77

VI. Learning Outcome ... ... ... 78

VII. Bibliography ... ... ... 79

VIII. Questionnaire ... ... ... 86

1. Information of Organization’s Goal

2. Roles & Responsibilities … … … 32

3. Utilization of Skills & Abilities in the

4. Importance of Employees Work in

6. Appreciation of Personal Contributions

7. Employee Satisfaction at Work … … 42

8. Balance between Work & Personal

10. Appreciation of Work by Senior

11. Effectiveness of Feedback by

12. Appreciation by Direct

13. Professional Responsibilities Taken

14. Unity in a Team … … … 56

15. Information Update Related to

16. Contribution of Interpersonal Communication

17. Productivity of Meetings … … … 62

19. On Time Delivery of Products

20. Reliability of Technology … … … 68

1. Information of Organization’s Goal