INFLUENCE OF JOB ROTATION PRACTICES ON MANAGING EMPLOYEE PERFORMANCE (WITH REFERENCE TO POLICE ORGANIZATION OF HYDERABAD AND SECUNDERABAD)

Abstract

The concept of Managing Employee Performance is composed of a set of practices backed by HR techniques. Job configuration is an inexorably significant application method in the investigation of hierarchical conduct, particularly in the light of dynamism associated in its practices. The Internet, Intranet, and e-business literally hold a sway on all industrial practices, thus, two new advancements have developed. The first is an obscuring of the qualification between on-work and off-work time, an individual conveying with wireless and additionally PDA (individual computerized right hand) and a home office containing a fax machine and Internet get to is ‘grinding away’ in any event, when not in the workplace and is ‘accessible if the need arises’ for all intents and purposes of the day. This incorporates drive time and time spent in air terminals or while flying over the world. The ongoing patterns make new difficulties for work configuration models, which areas of now dependent on a broad and becoming hypothetical and research-based and are as a rule generally applied to the real operations environment. The objective of the study includes - To evaluate the influence of ‘Job Rotation’ practices on ‘Managing Employee Performance’ in Police Organization of Hyderabad and Secunderabad. Research collaborates Moderate to very High rankings for various practices of Job Rotation practices on Managing Employee Performance. Research concludes for continuance of efforts on ‘Job Rotation’. The shift from traditional methods to modern methods of Employee Performance management practices is due to demand from the organisation and can even conclude providing ‘Managing Employee Performance is need for organizations. KEY WORDS: Job configuration, Performance, Job Rotation, continuance, organization