Abstract
Career development serves as an important personnel factor with many consequences for business and individual self. The literature outlines many factors that can influence career development prospects, such as job rotation. To understand how such a relationship can be augmented further, the current study presents and discusses the moderating effect of organization tenure on the relationship between job rotation and career development. A survey instrument that included career development measures, job rotation and organization tenure was used to collect information from production workers in Japanese manufacturing companies in Malaysia. The study was conducted among 209 production workers and was analyzed by using hierarchical regression analyses. The result found that job rotation effects on career development are significantly stronger for employees with longer organization tenure than employees with lower organization tenure. The paper provides important research implications and suggestions for business owners based on the study findings. The authors also provide scope for future to guide researchers interested in studying career development, job rotation and organization tenure.
Highlights
Career is defined as a sequential progression of skills, knowledge, attitudes, experiences and actions related with work-related responsibilities and activities over the tenure of employees’ career life (Guan, Deng & Zhou, 2020)
It is an appropriate tool for this group of employees because job rotation provides a considerable space for excelling their skills in an assembly line at a factory or manufacturing facility, whereby duties for production workers vary according to their skills
This study used a quantitative approach to answer the research questions and research objectives. It was purposely employed for testing the influence of job rotation and career development and to what extent organization tenure moderates the relationship between job rotation and career development
Summary
Career is defined as a sequential progression of skills, knowledge, attitudes, experiences and actions related with work-related responsibilities and activities over the tenure of employees’ career life (Guan, Deng & Zhou, 2020). It has long been implemented in developing a career inside an organization because of its potential benefits to facilitate learning activities among employees (Campion, Cheraskin & Stevens, 1994; Lazim et al, 2013). Several studies reported that job rotation is one of the important training and career development tools (Raduan, 2002; Lai Wan, 2001). Raduan (2002) stated that job rotation is a common tool for improving skills and knowledge for all employees, especially among production workers in Japanese Manufacturing companies. It is an appropriate tool for this group of employees because job rotation provides a considerable space for excelling their skills in an assembly line at a factory or manufacturing facility, whereby duties for production workers vary according to their skills
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