Evaluate the effectiveness of job rotation system and its impact on employees' readiness for job rotation: Case study of: Maskan bank branches in the city of Tabriz

Farshid Ali-Mohammadi,Mojtaba Ramezani

doi:10.5937/intrev1702027a

Abstract

The aim of this study is to evaluate the effectiveness of job rotation system and its impact on employees' readiness for organizational change in the Maskan bank branches in the city of Tabriz. For this purpose, the effectiveness of job rotation system is defined based on the theory of Nana Edom and employees' readiness for organizational change based on the theory of Dunham et al., as three main hypotheses have been developed. The statistical population includes employees of Maskan bank branches in the city of Tabriz, equal to 485 people. The sample estimated 214 employees by using the Cochrane formula and selection performed by stratified random sampling method. Data collection tool was two questionnaires: the effectiveness of job rotation system referred to Nana Edom and employees' readiness for organizational change by Dunham et al. After ensuring the validity and reliability, the questionnaire distributed among them. For statistical data analysis, descriptive and inferential statistical methods were used. Thus, for classifying, summarizing and describing statistical data, we used descriptive statistics methods, and to test hypotheses, t-test, Kolmogorov-Smirnov, r Pearson and Spearman regression in SPSS software were used. The results show that the effectiveness of the job rotation system and employees' readiness for organizational change in the Maskan bank branches in the city of Tabriz level is higher than average. The results of this study show that the effectiveness of the job rotation system on employees' readiness for organizational change in the Maskan bank branches in the city of Tabriz is influential.

Highlights

Job rotation is planned replacement of staff in jobs and in different time periods with the aim of gaining skills and job autonomy, motivation, and productivity (Saravani,Abbasi, 2013)
At confidence level of 95%, it can be concluded that effectiveness of job rotation system among the employees is above average
It can be stated that one unit increase in job rotation leads to 0/190 unit increase on employees' readiness, so it can be concluded that the regression model is statistically significant

Summary

Introduction

Job rotation is planned replacement of staff in jobs and in different time periods with the aim of gaining skills and job autonomy, motivation, and productivity (Saravani,Abbasi, 2013). Job rotation is an interesting mechanism for employees to work in different positions and jobs as possible. As a result it leads to learning and working in various professions to learn one’s appropriate job (Ortega, 2001; Kuijer, de Vries, van der Beek, van Dien, Frings-Dresen, 2004), defined job rotation as: it happens regularly, alternatively between different jobs in an organization based on a plan, or alternatively based on individual needs of workers (Coyne, 2011). John Sullivan, (2008) presents this definition: job rotation is a systematic displacement from a job to another job or from project to another project within an organization, as one of the ways to achieve different objectives of human resources

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