Jobrotation, SUDAN

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Impact of Job Rotation on Employees' Performance: Case study Omdurman

Ahlia University Employees, Sudan
Article · February 2018
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GCNU Journal ISSN: 1858-6228 ‫م‬2102/2/01)2-93‫(ع‬،)01‫ جامعة النيلين (مج‬-‫مجلة الدراسات العليا‬
Impact of Job Rotation on Employees' Performance: Case study

Omdurman Ahlia University Employees, Sudan
Dr. Omer Ali Babiker Eltahir

Jazan University
Community College (College of Sciences &Arts for Girls-AdDarb)
Business Administration Department
oeltahir@hotmail.com
ABSTRACT
- The aim of the study is to examine the impact of job rotation through these
factors (benefits, barriers, challenges, limitations & disadvantages) on
employees’ performance at Omdurman Ahlia University in Sudan. It was also
know the relationship between employees' performance and years of
experience& between job rotation and employees commitment. The study
reveals that; there is a significant and favorable relationship between job
rotation and an employee performance, also there is significant positive effect
of Job Rotation on Employees commitment. The study recommended limiting
the expected hindrances and disadvantages of job rotation via good planning
and constant follow up, in addition to regular training.
Keywords: Job Rotation; Employees performance; Employees commitment.
1. INTRODUCTION
Many businesses, small and large, are attempting to improve work design systems by
the development of job rotation strategy.
One of the objectives of the personnel management department at OAU is job rotation
among employees. 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
(Malinski, 2002; Storey, 2001). Job rotation is a strategy conducted by organizations
either private or public to improve employee performance and productivity (Schultz
582
2010). Moreover job rotation involves lateral transfer, which enables employees to
work at different jobs, and gain skills, knowledge and managerial experiences.
This study aim to answer the main question: What is the Impact of Job Rotation on
the Performance of the Employeesat OAU?
The general objective of the study and the purpose of this studyis to find out; to what
extent job rotation enhances employeesperformance at Omdurman Ahlia University in
Sudan.We can divide the general objective of this study to the following specific
objectives such as:
 Determine the nature of job rotation.
 Discuss the effect of job rotation on the employee's performance.
 Examine the impact of job rotation on OAU employees' performance.
 To find out the challenges of job rotation at OAU.
 iv. To find out the benefits associated with job rotation at OAU.
1.1 Previous Studies
In (Abadi, Nafrai&Nasr; 2015), there is positive significant relationship
between job rotation and employee satisfaction, working quality, innovation in
work and finally employee performance.Adjei (2012) points out that there are
many reasons for implementing a job rotation system, including the potential
for increased product quality, giving employees the opportunity to explore
alternative career paths, and perhaps most importantly, preventing stagnation
and job boredom.It contributes majorly to the personal development of
employees, which increases the level of job satisfaction and job involvement
among the employees (Casad, 2012). (Algrani2011) revealed that job rotation
and performance have positively strong relation among managerial
staff.Fægria et al. (2010) sought to identify benefits and challenges of
improved knowledge among job rotated developers. Results showed that job
rotation contributed to enhanced knowledge.Examining the effect of job
rotation on nurses' performance in hospitals of Tehran Social Insurance
Company, Nasiripour et al. (2009) conducted an observation study in nine
hospitals. They concluded that nurses' performance was independent of job
rotation and it did not improve their performance (Nasiripour et al.,
2009).Eriksson (2006) argued that those employees involved in job rotation
are more efficient human capitals than their peers because they enjoy more
582
experiences (Eriksson & Ortega, 2006). Jorgensen (2005) concluded that job
rotation at all levels or different situations was useful for a suitable period of
time (Jorgensen, 2005). According to Ortega (2001), job rotation as a part of
training is considered as assigning number of different task to the employees,
by means of shifting their positions from one place to another through planned
intervals.(Al zahrani& Al gahtani 1998) showed that job rotation contributed
on performance development among teachers at schools.
LITERATURE REVIEW
2. JOB ROTATION
In defining job rotation,Job Rotation can be defined as lateral transfers of employees
between jobs in an organization. (Nwachukwu CC; 1988) says it is a training device
that makes it necessary to move the trainee from one department or unit to another. In
support of the above view, (Koontz A; 1984) referred to job rotation as the best type
of training which is designed to familiarize the employee with the details of the many
positions that may be available to the employees. Still in consonance with this,
(Monday R; 1998) states that it is a management trainee, the workers or employees
may be shifted from one department to another to gain a diversity of experience.
Edward (2005, p. 74) describes job rotation as “the process of switching a person
from job to job” which increases an employee’s capability and value to an
organization.
Job rotation requires transferring employees from one unit to another, so as to
increase their certificates in all fields. It is prepared depends on the work practice,
promotes the acquisition of new skills and qualifications and an increase in the output
(Jaturanonda et al., 2006)
Job Rotation is a method for job designing in which employees gains job skills from
different parts and by making some changes in tasks, the exhaustion and boredom
resulted from repetitive job tasks would be reduced (Jorgensen et al, 2005).
582
3. Objectives of job rotation such as
4. Benefits of Job Rotation

Job Rotation (JR) is a method for job designing in which staff learns job skills from
different parts and by making some changes in tasks, the exhaustion resulted from
repetitive job tasks would be eliminated (Jorgensen et al, 2005)
Eriksson and Ortega (2004,) writes: According to Campion, et al (1994), job rotation
produces two beneficial effects.
- First, an employee who rotates accumulates experience more quickly than an
employee who does not rotate. Hence job rotation is noted as an effective tool
for career development.
- Second, an employee who rotates accumulates experience in more area than an
employee who does not rotate. Hence, if an employee rotates more frequently,
it is easier to train him to become a generalist.
Malinski (2002, p.9) sums the benefits as “reductions in boredom, work stress,
absenteeism, and turnover and an increase in innovation, production, and loyalty.”
Bennett (2003) listed the following as some benefits of a job rotation program for
employees:
i. Job rotation can lead directly to the accelerated development of new staff members;
ii. Enabling staff to work in different areas of the organization through cross-
functional job rotation and job swaps can contribute to employees’ knowledge of the
organization and its functions;
iii. Cross-functional job rotation can lead to a greater understanding by employees of
the many functions of the organization;
588
iv. Job rotation can contribute to the development of social and individual human
capital by enabling employees to develop new relationships with other employees
across the organization as well as gaining on-the-job experience;
v. Skill diversity may help employees to meet the minimum qualification of jobs for
future career advancement;
vi. Employees may make a more serious commitment to their career when an
organization invests time in an employee and develops their abilities;
vii. Various job assignments can make employees’ work more enjoyable and provide
more skills to avoid redundancy.
4. Challenges of job rotation
Job rotation is a human resources strategy where companies move employees around
to various jobs within the organization. Intended to provide benefits to both
employees and the employer, job rotation is supposed to increase employee interest
level and motivation. Despite benefits related to multiple skill development, job
rotation also has its limitations.
There are limitations associated with job rotation:
- The cost and risk of rotation varied with the type of rotation experience.
- Poaching of rotating personnel from the transferring office was a major
concern, along with the possibility; the employee would be reluctant to their
original position after exposure new ideas or responsibilities.
- The original position may not exist, or managers may have learned to do
without the individual rotating.
- Managers could be reluctant to commit staff that they have trained. A lack of
clarity in expectations could reflect poorly on the employee or the transferring
organization.
- Additional risks included the perceived increased workload on remaining
staff, and the time spent brining a person up to speed State Services
Commission (1999).
Malinski (2002) identified several difficulties with implementation of job rotation
program and as follows:
- Resistance by experience staff
- Job and pay structure
- Cost of implementation
582
- Presence of Labor Union

- Industrial settings
- Three key challenges
- Employee’s resentment
5. Disadvantages of Job Rotation:
Job rotation is a process which enables individuals to know and work beyond their
domain and also gain from other team members’ expertise and knowledge. A
multiskilling employee delivers more as compared to someone who works only for
salary and hates to accept challenges in life. Like every other process, job rotation has
also got some disadvantages as well.Hsieh (2004) also explains that there are some
negative attributes associated with job rotation.
- Firstly, some positions within a company may not be eligible for rotation.
- Jaturanonda et al (2006) explain that another problem faced by companies is
that some employ unionized workers that may be resistant to job rotation due
to standard union practices.
- Lynch et al (2004) state another problem which faced by companies is the
possibility of having to pay incentives to workers for cooperation with the job
rotation implementation which can lead to wage inequality.
- Finally, Lynch et al (2004) further explains that, the utilization of job rotation
may have the effect of reducing a workforce because of the cross-training
involved; a company may not need to hire additional staff to cover positions
and may possibly layoff current employees no longer considered necessary.
- Lot of time as well as effort goes in motivating and persuading employees for
job rotation.
- Another disadvantage of job rotation is that individuals take some time to
acquaint to a new process, set up, and be friendly with other employees and so
on.
- Job rotation also leads to stress and anxiety among employees.
- Another problem of job rotation is that it does not take into account the time
wasted in training someone who is not worth it and does not deserve to be in
the system also.
522
- Another disadvantage of job rotation is that sometimes, employees even after

working for few months, in another department hardly learn anything. All
your efforts go waste when the end result is a zero.
6. Barriers to Job Rotation
There are many main barriers and difficulties with implementing job rotation, the
following are some of them:
- Not all positions and departments are a well fit for job rotation.
- Short-term efficiency losses and quality issues.
- The rotating employee would be hesitant to return to their original job after
experience new ideas or responsibilities. (MacLeod &Kennedy,1993 , p.201)
- Staff is not interested in rotation as they have an “easier job”.
- Employees are not interested to change their jobs or to have new tasks for a variety
of reasons.
- Employees don’t want to give up “their job” to others.
- Employees are not qualified for some jobs due to restrictions or ability. - Union or
other workplace policies related to job bidding and compensation.
- Officers are not persuaded that the benefits are more than the costs.
- Officers see that processing and managing job rotation is very difficult. - It is also
not easy to recognize suitable post for each people in the association in the rotation
process. On the other hand, rotation costs are usually high, for both material-and non-
material costs, such as changes in the environments, traditions and cultures, especially
for the employees (MacLeod &Kennedy,1993, p.212)
- Group leaders and trainers tend to focus on the short term costs rather than the long-
term benefits, and perceive that the costs are too high for them verses the benefits
7. Employee performance:
Literally, performance simply refers to act of doing something, such as a piece of
work, task or duty. It also refers to the execution of an order, concerning a given job,
task or assignment. The performance of an employee is that, how well an employee
performs his or her task duties and responsibilities. Employees’ performance is also
crucial. Because the achievement of goals and objectives of the organization is
assessed by performance of its resources, employees’ performance should be assessed
and maintained periodically.
522
Consequently, some unwanted physical and psychological problems were developed

by job stress among employees in their working environment, whose outcome is not
so good and have poor performance and less commitment to their organization
(Qureshi et al., 2013).In the view of Mathis and Jackson (2003), the data or
information that managers receive on how well employees are performing their jobs
can be of three different types. These are:
a) Trait-based information.
b) Behaviour-based information.
c) Result based information.
8. Methodology
The survey method is used for this descriptive study, using the questionnaires as data
collection instrument. Questionnaires allow time to the respondents to think about the
research questions which produce more meaningful answers (Pei et al., 1982).
The hypotheses to be tested in the study are as under:
H1: Job rotation has a significant relationship with employees' performance.
H2: Job rotation has a significant relationship with employees' years of experience.
H3: Job rotation has a significant relationship with employees' commitment.
Instrument &Study Sample
The researcher have designed a questionnaire and personally distributed the
questionnaires to the population of the study (employees at Omdurman Ahlia
University in Sudan. The researcher selects 45 employees in different faculties &
departments as a sample of the study.Thereliability score of the scale was 0.801 using
Cronbach's alpha equation.The researcher divide the questionnaire into five main
sections containing a set of questions related to the measurement of the impact Job
Rotation on Employees performance. Out of total distributed questionnaires, some
respondents refused to participate in the study and some questionnaire returned were
deemed incomplete and useless for the analysis.The researcher received a response to
40 out of 45 questionnaires. 5 questionnaires are also excluded for non-completion of
theiranswers. The researcher tries to provide a diversity of jobs of respondents to have
more comprehensive results.
525
DATA ANALYSIS
The data gathered with the help of survey questionnaire has been analyzed and has
been divided into three different sections: study sample characteristics, analysis of
survey questionnaire, and hypotheses testing.
The following analysis was used to attain deeper understanding for Job rotation, years
of experience and employees commitment. In this part of analysis the trend among
respondents would be illustrated, that would reflect some facts about the current
situation of Job rotation in the organization.
1. Job Rotation
In the analysis of this field questionnaire questions:
1. I believe job rotation is a type of job training.
2. Job rotation broadens my knowledge and skill in other fields
3. I am willing to accept job rotation now
4. Before job rotation, the organization seeks my consent
5. I believe job rotation is an excellent system.
6. It provides administrative staff with experience due to variety of workplaces and
getting introduced to different fields
7. It provides the ability to innovate at work as a result of obtaining diverse
knowledge
8. It gives administrative staff the chance to show their hidden skills and capabilities
9. Employees have the feeling of comfort
10. It contributes in organizational development and change
11. It helps to increase employees’ spirits
12. It helps to achieve job satisfaction
13. It contributes in changing employees’ negative tendencies
14. It bridges the gap in the skills of distinct specialties
15. It contributes in fighting
16. It lessens work pressures
17. It improves relations with workmates
18. It helps to be familiar with the organization duties
19. It contributes in enhancing punctuality
20. It decreases leave off work rates
21. It contributes in reducing financial costs of training
522
22. It provides better opportunity for promotion

23. It helps to create professional competitiveness among staff.
We find that:
- The mean of item #2 “Job rotation broadens my knowledge and skill in other
fields” equals 3.76 (75.21%), Test-value = 10.69, and P-value = 0.000 which
is smaller than the level of significance 0.05. The sign of the test is positive, so
the mean of this item is significantly greater than the hypothesized value 3.
We conclude that the respondents agreed to this item.
- The mean of item #5 “Before job rotation, is an excellent system” equals 3.53
(70.67%), Test-value = 6.87, and P-value = 0.000which is smaller than the
level of significance 0.05. Then the mean of this item is insignificantly
different from the hypothesized value 3. We conclude that the respondents
agreed to this item.
- The mean of the field “Job Rotation” equals 3.44 (68.87%), Test-value = 8.06,
and P-value= 0.000 which is smaller than the level of significance 0.05. The
sign of the test is positive, so the mean of this field is significantly greater than
the hypothesized value 3. We conclude that the respondents agreed to field of
“Job Rotation ".
2. Years of Experience
The sample shows that13.7% of the sample are " Diploma" holders, 60.1% of the
sample are " Bachelor" holders, 24.4% of the sample are " Master " holders and 1.8%
of the sample are " PhD " holders , also the sample shows that 8.3% of the sample
have experience " Less than 3 years", 19.6% of the sample have experience "3 – Less
than 6 years", 25.0% of the sample have experience "6- less than 10 years " and
47.0% of the sample have experience " 10 years and more " . The statistical results of
Chi-Square showed that There are statistically relation between Years of experience
& Job Rotation (significant<0.05).
2. Employees Commitment
3. In the analysis of this field questionnaire questions:
1. I have a strong sense of belonging to the organization.
2. I am willing to serve this organization
3. I am proud to be a part of this organization
4. I care about the future development of the organization
522
5. I am willing to put extra effort to achieve the goals of my job.

6. I try my best to overcome the difficulties of my job.
7. I am willing to pass on my working experience to new staff.
8. I actively help my colleagues to solve problems in their work.
9. I feel I will have a promising future if I stay in this organization
10. With the present working environment and system, I am willing to stay in this
11. If I leave this organization, I will have guilt feelings.
We find that:
- The mean of item #7 “I am willing to pass on my working experience to new
staff” equals 3.90 (78.07%), Test-value = 12.03, and P-value = 0.000 which is
smaller than the level of significance 0.05. The sign of the test is positive, so
the mean of this item is significantly greater than the hypothesized value 3.
We conclude that the respondents agreed to this item.
- The mean of item #10 “With the present working environment and system, I
am willing to stay in this” equals 3.77 (75.45%), Test-value = 9.77, and P-
value = 0.000 which is smaller than the level of significance 0.05. The sign of
the test is positive, so the mean of this item is significantly greater than the
hypothesized value 3. We conclude that the respondents agreed to this item.
- The mean of the field “Employees commitment” equals 3.83 (76.67%),
Testvalue = 13.62, and P-value=0.000 which is smaller than the level of
significance 0.05. The sign of the test is positive, so the mean of this field is
significantly greater than the hypothesized value 3. We conclude that the
respondents agreed to field of “Employees commitment ".
- For the variable “Job Rotation ", the t-test =6.592, the P-value (Sig.) =0.000,
which is smaller than 0.05, hence this variable is statistically significant. Since
the sign of the test is positive, then there is significant positive effect of Job
Rotation on Employees commitment.
9. Resultsand Recommendations
The study was carried out to show the impact of job rotation on Employee's
performance . From the results of the study, it is clear that as the rotation within the
working environment is increasing, which in turn increases the loyalty of the
employees within the organization (Zigarelli, 2002, 2008). On the other hand, job
522
rotation increases the motivation level of the employee therefore the performance is
also increased.
It is conclusive to say that job rotation affects the employees’ job performances
positively, significantly and favorably in businesses. The process of job rotation
enables employees involved to acquire more skills, knowledge and talents on the job
and that entire process and retraining of workers in order to get the best out of them.
Based on the research conducted, the study revealed the following:
9.1 Results:
9.1.1Benefit from job rotation
Respondents were also to determine some benefit from the adoption of job rotation.
Out of the total number of 40 respondents 4(10%) said job rotation has help them
build up more experience from different departments, 10 (25%) said it help them to
get more knowledge from different departments when they are rotated, and 6 (15%)
said it also provides the them with an opportunity to take part in team building and
personal development, again 8 (20) said the Program provides them with further
training opportunities to improve their qualifications whiles 12 (30%) said It reduces
boredom, work stress when moved into different departments and Help them to use
their talents for a wide range of work. Thus the research has shown that members do
appreciate the introduction of the program.
In summary, job rotation has the potential to provide many benefits to OAU for future
development of personnel and providing leaders for the department. Most of the
employees, and management saw the importance of the impact of job rotation in the
company. They say that the impact of job rotation had enhanced the capabilities of
employees, improved upon the effective levels in production, human resource
development and closed all the lapses that could have been exposed from employees
exit either expected or unexpected.
9.1.2Challenges from the adoption of job rotation program
The study reveals some challenges that may hinder the progress of the
adoption of job rotation program that may improve employees’ performance.
The respondents identified the following as some of the challenges:
a. Resistance from supervisor
b. Resistance from employees
c. Lack of adequate training
522
9.2Recommendations
Based on the results, it is the researcher wish to make the following
recommendations.
9.2.1 Both the employee and the organization need to benefit from the job
rotation.
The study also suggested that the program must benefit both employees and the
organization.
- Additional compensation is often provided as employees learn new or more
difficult jobs in a job rotation.
- Focus on organizational structure and job design to be more obvious and
strong in using developing practices as job rotation. This guarantees right and
organized planning for positions and specify the duties and qualifications
needed.
- Limit the expected hindrances and disadvantages of job rotation via good
planning and constant follow up, in addition to regular training.
- Organizations should actively look forward to fulfill employee`s expectations
and thus, create an impact on the performance of employee, which directly
affects the organization’s performance.
- The management at OAU is recommended to train employees about new jobs
& put clear work criteria to measure employees` performance.
10. Conclusions
The adoption of job rotation take place at Omdurman Ahlia University, the
management at University should make a program for rotation and train employees
about new jobs & activate the performance indicators to measure employees' work,
also the management aware about developing job specification & job description to
all the jobs at the university.
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Impact of Job Rotation on Employees' Performance: Case study Omdurman

Article · February 2018

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Impact of Job Rotation on Employees' Performance: Case study

Dr. Omer Ali Babiker Eltahir

3. Objectives of job rotation such as

4. Benefits of Job Rotation

- Presence of Labor Union

- Another disadvantage of job rotation is that sometimes, employees even after

Consequently, some unwanted physical and psychological problems were developed

22. It provides better opportunity for promotion

5. I am willing to put extra effort to achieve the goals of my job.

4. Corporate Leadership Council. Linkage employee satisfaction with productivity,

19. CAMPION etal, CAREER-RELATED ANTECEDENTS AND OUTCOMES

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