AN ASSESSMENT OF THE IMPACT OF JOB ROTATION ON EMPLOYEES PERFORMANCE IN CAMEROONIAN ORGANIZATION

CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

It goes without saying that no organization has the option of choosing not to train staff; instead, the only decision that has to be made is the approach to take when it comes to training and retraining, particularly in the manufacturing sector. As a result, an organization can choose from a wide range of training and development programs to help its staff become more skilled, knowledgeable, and capable. Furthermore,the idea of job rotation has received a lot of attention lately in the literature on organizational management. The systematic rotation of workers between various roles or responsibilities inside a company is referred to as job rotation. This approach is frequently used to promote organizational flexibility and adaptation in addition to improving employee performance and their abilities, knowledge, and overall work (Chiang & Shih, 2018).Similarly, job rotation is  referred to as cross-training, stands as a prominent method of on-the-job training and a formal approach to executive development(Malinski, 2022). It involves transferring employees laterally among various positions and tasks within a job, each requiring distinct skills and responsibilities. During this process, individuals acquire multiple skills and undertake each task for a specified duration. The rotation of job tasks enables employees to comprehend the various stages involved in product creation or service delivery, grasp how their efforts impact production quality and efficiency, and recognize the contributions of each team member to the overall process. Consequently, according to Beatty, Schneier, and McEvoy (2019), job rotation allows individuals to garner experience across different facets of the 's operations, thus broadening their perspective. Essentially, job rotation serves as a mechanism for managers to gauge employees' dedication, productivity, and innovation within their respective roles (Ortega, 2018). In the 21st century, organization must prioritize effective and well-designed strategies for job rotation to foster commitment, motivation, and enhanced performance among their employees. However, an employee who completes a comprehensive job rotation training program within an organization not only acquires mastery over the entire operational process but also gains sufficient experience to mentor others or assume managerial roles in the long term (Fomba, S., & Mungai, 2020). Through a job rotation program, employees have the opportunity to build a career within the workplace and advance up the leadership hierarchy. This progression is based on their competency, efficiency, productivity, and effectiveness in performing assigned tasks, leading to promotions from one level to another. Nevertheless, adequate, comprehensive, up-to-date, and appropriate training is essential for ensuring smooth operations within an organization. Such training acts as a remedy, facilitating effective policy implementation and program execution by management. Therefore, a survey will be conducted to assess the impact of job rotation on employees performance in Cameroonian organization.

1.2 Statement of the Problem

Management's failure to recognize gaps in job rotation for areas requiring employee skills and knowledge is attributed to various factors such as organizational transformation, evolving technological and scientific landscapes, and employees' reluctance to upskill. Some scholars emphasize the pivotal role of education in management, asserting that it serves as the cornerstone. Without adequate employee education, in the form of training, management basics will be insecure and in danger. Job rotation serves as a fundamental and logical method for guiding staff efforts within an organization, facilitating the utilization of latent talents, fostering creativity, and enhancing intellectual adaptability among employees (Sepasi, 2021). Reflecting on past experiences, it becomes evident that changes in professional pathways and work methodologies are inevitable. However, the sole solution lies in education and human resource development, which can navigate our present world toward an ever-changing future (Abtahi, 2019). Staff rotation must be continually integrated into management procedures to enhance overall effectiveness.  Hence, it is in the light of these that the study seeks to assess the impact of job rotation on employees performance in Cameroonian organization.

1.3  Objectives of the Study

The main purpose of this study is to assess the impact of job rotation on employees performance in Cameroonian organization. Specifically, the study will;

1.Examine the extent job rotation strategy is adopted of job in Cameroonian organizations.

2.Assess employee’s perception on the benefits associated with job rotation in Cameroonian organizations.

3.Investigate the impact of job rotation on employee performance in Cameroonian organizations. 

1.4 Research Questions

The following questions have been prepared for the study:

To what extent is the job rotation strategy adopted in Cameroonian organizations?

How do employees perceive the benefits associated with job rotation in Cameroonian organizations?

What is the impact of job rotation on employee performance in Cameroonian organizations?

1.5  Research Hypothesis

H0: There is no significant relationship between job rotation and employees performance in Cameroonian organization.

Ha: There is a significant relationship between job rotation and employees performance in Cameroonian organization.

1.6  Significance of the Study 

The findings of this study will help employees understand how their career development and job satisfaction may be influenced by job rotation. It will also provide them insights into the skills and competencies they can develop through diverse job experiences. Additionally, findings will suggest to the human resource management boards in organizations on how employees perceive job rotation and how it affects their psychological empowerment. Through this bearing in mind that empowerment opportunities may be limited when employees perform routine, repetitive production or service jobs in such organization. Further more, subsequent researchers will use it as a literature review. This means that other students who may decide to conduct studies in this area will have the opportunity to use this study as available literature that can be subjected to critical review. Invariably, the result of the study contributes immensely to the body of academic knowledge with regard to the impact of job rotation on employees performance in Cameroonian organization.

1.7 Scope of the study 

The scope of this study is boarded on the impact of job rotation on employees performance in Cameroonian organization. Empirically, this study will examine the extent job rotation strategy is adopted, assess employee’s perception on the benefits associated with job rotation in Cameroonian organizations and investigate the impact of job rotation on employee performance in Cameroonian organizations.

Geographically, the study will be delimited to employees of some selected organizations in Yaounde, Cameroon.

1.8 Limitation of the study

In the course of carrying out this study, the researcher experienced some constraints, which included time constraints, financial constraints, language barriers, and the attitude of the respondents. In addition, there was the element of researcher bias. Here, the researcher possessed some biases that may have been reflected in the way the data was collected, the type of people interviewed or sampled, and how the data gathered was interpreted thereafter. The potential for all this to influence the findings and conclusions could not be downplayed. 

More so, the findings of this study are limited to the sample population in the study area, hence they may not be suitable for use in comparison to other schools, local governments, states, and other countries in the world.

 1.9 Definition of Terms

Job rotation: defined as lateral transfer of employees among a number of different positions and tasks within jobs where each requires different skills and responsibilities. 

Employee Performance: is a dimension to measure the success of an organization in which an organization must be able to create high employee performance in order to maintain survival and a sustainable competitive advantage

Employee effectiveness: According to the study is a measure of the relationship between employee inputs (skills and effort) and outputs (good and services produced) and in simple terms the more output an employee can achieve with a given amount of inputs, the more effective they become.

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