Job Rotation as Career Development Mechanism for Management Trainee Officers (MTO’s)

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Job Rotation as Career Development Mechanism for Management Trainee Officers (MTO’s)

Job Rotation as Career Development Mechanism for Management Trainee Officers (MTO’s)

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Home Page > Business > Training > Job Rotation as Career Development Mechanism for Management Trainee Officers (MTO’s)

Job Rotation as Career Development Mechanism for Management Trainee Officers (MTO’s)

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Introduction

To get a competitive edge over the competitor, organizations are looking for competitive advantages. Employees having multi-skills is also a tool to get competitive edge, and job rotation is a process which make employees multi-skillful. Organization use job rotation in efficient way than regular training, through this, employees will get practical experiences and it will develop employees, it also give organization competitive edge (Blashka, 2007). Job rotation is a process to change position of an employee from one job to another job (Edwards, 2005).The process through which an employee can develop some new relevant skills. An employee should not expect in start that he will perform the entire duties and tasks of the new position, but he should expect first to develop the new and necessary skills to carry on the new job (Oregon, 2004). Job rotation is lateral transfer between different jobs in an organization, the rotated employees do not get that position forever and some time they don’t back to former jobs. Rotation can also has a function of staffing (Campion et al., 1994)

Through job rotation we can improve products flexibility, employee’s satisfaction and reduce the risk of musculoskeletal disorders (MSDs) (Dan Macleod March, 2006). Erikson & Ortega (2006) explained job rotation with some theories: employees learning theory says that rotation will make employees more versatile, employer learning theory say by job rotation employer would able to know about employees capability, and according to employee motivation theory rotation makes job more interesting, and it reduce boredom and fatigue. Job rotation is an administrative control which can reduce musculoskeletal injury and fatigue.(Jonsson, 1988, Anderson 1988, Doelen and Barsky 1990, Hazard et al. 1992)

Some authors have declared job rotation is time wasting and costly phenomena by providing direct training and learning process (Campion & McClelland, 1991, 1993; Feldman, 1981; Louis, 1980; Ostroff & Kozlowski, 1992; Quartly, 1973; Zeira, 1974). But it is proven by some scholars that job rotation has positive relation to some benefits, knowledge and skills outcomes and negatively related to cost perceptions (Campion et al., 1994)

The objective of this study is to develop a meaningful concept of job rotation, through which organizations will able to develop the career of Management trainee officers (MTO’s). Different organizations in Pakistan are offering MTO’s programs such like State Bank of Pakistan, private commercial banks, and different organization like PSO, SHELL, Pakistan Tobacco company and Serena hotel theses are well known organization which offering MTO’s programs. This study analyze that job rotation is an employee’s learning process through which the career of MTO’s will be developed by proper rotation among different task. Career development can be done through different activities and exercises; one of them is job rotation through which employees can obtain work experience (Campion et al., 1994).

Job rotation is on-the-job training process to cultivate the future of management trainee by moving from one position to another position to increase their understanding and credentials in all different areas (Kraimer et al., 2001). Job rotation can be also considered as an alternate tool for job designing, that allow employees to know about different jobs skills from different departments, it also eliminate employees fatigue caused due to boring job assignments, these new challenges motivate employees again which also increase employees morale to improve output (Dunning et al., 2005). Eriksson & Ortega (2002) suggested that by taking job rotation as employees learning tool, by well designed manner, it develop employee. According to Champion et al. (1994) job rotation has two effects, first an employee who avail rotation opportunity he/she gets experience more quickly than other who do not avail rotation. Hence job rotation is a good tool for career development. The second effects is that, an employee who avail rotation opportunity acquires experience in more areas as compare to those who do not get this opportunity. Therefore if employees get rotation opportunity more then it is easy to train him to make him a generalist. For example, according to Ouchi (1981), due to more rotation of employees Japanese companies can explain that why their employees are more generalists than specialist, by comparing them with U.S employees.

Literature Review

In past job rotation was taken with different perspectives, from studying past literature we can argue that job rotation is helpful for Management training officers (MTO’s) to develop their career. The previous literature of Job rotation was focusing on different areas; let’s have a look what they say. Macleod (2006)says, through job rotation we can improve products flexibility, employee’s satisfaction and reduce the risk of musculoskeletal disorders (MSDs). Job rotation is a process which decreases employee’s monotony, fatigue and boredom created by mass production and job specialization (Yoder et al. 1958). Job rotation can be used to develop a good schedule for work (Carnahan et al.). It develops the workers’ skills where they can be used in the absence of other workers.

This study is based on empirical evidence and through proper data collection, by applying statistical test, it is proved that the data is reliable and variables have positive relation. This study argue that job rotation provide a learning opportunity through which MTO’s will able to develop their career. Workers are one of the most important assets that any company possesses (Tharmmaphornphilas & Norman, 2007). Therefore research on job rotation has been focused that it is the process of management of employees and to develop their career (Campion et al., 1994; Hall, 1984; Wexley and Latham, 1981).

Seibert SE et al. (2001) declared job rotation as cross-training, through which employees of any type of department can learn variety of job skills it is also a practical approach to improve and expand the job assignments. It is also on-the-job training system to cultivate the future of management trainee by transferring from one department to another department to increase their understanding and credentials in different areas (Seibert SE et al. 2001). Job rotation can be also considered as an alternate for job designing, (Dunning et al. 2005).

When organization implementing job rotation then they must keep in mind about employees work experience quality rather than quantity. Organization should keep care about employee’s interest, capacity and arrangement of timing, when organization plan for next rotation (Campion et al., 1994).Therefore again and again job rotation may not be productive; factors such like employees learning attitude, background, and task similarity should be taken in consideration for job rotation process.

Job rotation and Employees learning:

The relationship between job rotation and employees learning show, that if there is job rotation then MTO,s will get opportunity of learning. Several models (Campion et al., 1994, Eriksson & Ortega, 2002) link Job Rotation to employees learning. Erikson and Ortega (2006) explained job rotation with some theories, according to employees learning theory rotation will make employees more versatile, employer learning theory says by job rotation employer would able to know about employees capability. By taking job rotation as an employee’s learning tool in an efficient way, it develop employee (MTO) abilities. According to Campion et al. (1994) job rotation offer two different effects, first an employee who get rotation opportunity he gets experience more quickly than other who do not avail rotation. Hence it is a good tool for career development. Secondly if an employee who gets rotation opportunity acquires experience in more areas as compare to those who do not get this opportunity. Employees must rotate when they learn more about their old job, but if new technology is introduced in organization than employee should focus more on their current job (Ortega, 2001). According to employee learning theory, employees that are rotate more gain more experience than others. (Eriksson & Ortega, 2002). Jaime Ortega has clearly explained that there is positive relation between job rotation and employees learning. According to Jaime Ortega Job rotation provide an opportunity to employer to learn about employees abilities, It is a learning phenomena and much profitable than specialization, learning theory claim that employee should be rotated if he has learnt enough about his current job (Jaime Ortega 2001).By applying statistical tools we have found that there is a positive relation between job rotation.

Learning and MTO’s Career Development:

Learning behavior of workers is associated with career development (Dijk, 2004).The concept of career development was first advanced by Axelrad et al. (1951) who proposed that occupational choice is a developmental process that occurs over a number of years. The objective of career development, is that development should be for all employees, not only for potentials employees (McLean, 2002). Career development is the total constellation of psychological, economic, physical, educational, sociological, and enhance factors that combine to shape the career of an individual over the life span (Sears, 1982). Management should requires to rotate their employee in predetermined fashion to train and multi-skilled them (Anselmi & Sundarrajan 2000). Job rotation enhances employees’ business Knowledge more than technical skills. (Stites-Doe). Job rotation is a process of on-the job Training for improving the skills and understanding of the management trainee. (Chang, 2009)

This diagram is presented by Evaluation of Learning and Development at UNESCO McGuire & Perrin (2010) to develop employee;

Participation in self-study programs:

Professional reading knowledge base study
Videos base knowledge
E-learning: CD-Rom, online learning

One to one learning:

Cross-training by another colleague
Coaching to train employees
Mentoring to aware employees
Knowledge-sharing to help out each other
To update each other

Group sharing:

Workshops to improve knowledge
Seminars to increase understanding
Video-conferencing to share knowledge
Team projects to enhance capacity
Networking

Action learning:

On-the-job training to learn more
Task-based training
Assignments
Team Projects

To learn new ways of cooperating and planning in organization, this will not make effective in present responsibilities, but will also help them in creating new practices for future (Boud & Garrick, 1999). Different researcher argue that learning is now important for organization to survive against competitor (Senge, 1990; Argyris, 1993; Schein, 1993; Boydell et al. 199). They argue that learning has more importance because organizations have to response quickly to external environment changes. (Marsick & Watkins, 1999; Chivers et al., 2000). Organization must anticipate the environment and to highlight the changes to survive in market. Some scholars say that due to change in external environment, new technology and product arising in market for those organizations have to acquire new skills and knowledge. Learning is also important for organizational survival and it also a give competitive advantages to organization. (Alan John Coetzer, 2006).

Career development is remained as a shared responsibility of employer and employees Boudreaux (2001); Brown (1997). Some scholars have determined the impact of learning behavior and opportunities to learn during their work, they also find out that career development depends on both things, the working environment which provide learning opportunities to employees and individual characteristics in form of learning attitude (Sluis & Poell, 2003)

Proposed Model and Hypothesis

Hypothesis:

H1: Learning due to job rotation has positive relation to MTO’s Career development.

H2: Learning due to job rotation is not positively related to MTO’s Career development.

The conceptual framework of employee learning through job rotation and career development

Research Method:

Sample:

The data in this study collected from Management Trainee Officers of different banks, Pakistan State Oil (PSO), and Pakistan Telecommunication Ltd (PTCL). The samples in this study are selected randomly. 360 Questionnaires were distributed in which 320 are collected.

Measure:

We have conducted informal interviews with MTO’s of different before the bank development of the questionnaire and take their opinion about the problem. The questionnaire consists of four sections. In the First section, the demographics of the subjects are measured. The Second section consist of question related to job rotation, the question are adopted from previous studies of Yvonne Brunetto & Rod Farr-Wharton, Richard Olorunsola (2000), Knight et al. (2008). The third section questions are related to Employees learning, the questions are adopted from the studies of Richard Olorunsola (2000), Alan John Coetzer (2006), and Ju Long (2009). The questions in forth section consists of career development and are adopted from Alan John Coetzer (2006), and cipd annual survey on learning and development (2006). All survey items, except for the demographic variables, had a five-point response format ranging from 1, ‘strongly agree’, to 5, ‘strongly disagree’.

Result:

The reliability (Cronbach’s Alpha) is .861. For this purpose of reliability check of variables / items, Cronbach’s Alpha of the data set is analyzed. Table D explain the Reliability Analysis (C-Alpha) about the 3 Variables (Job rotation comprising of 7 items, Employee learning consists of 5 items and Career development comprising of 4 items. All 3 variables show the reliability 0.861 which is acceptable. So, the internal consistency reliability of the measures can be taken accepted. The data is considered suitable for further analysis.

Reliability Statistics

Cronbach’s Alpha

N of Variables

N of Items

.861

The research model is tested through structural equation model (AMOS).

Structural Equation Model (AMOS)

Figure 1 The result of ISQ model (SEM)

JBROT Job Rotation

EL Employee Learning

CRDV Career Development

The above Figure 4.18.1 shows the relationship of among the variables and the structural equation model help to measures the impact of Job Rotation on Employee learning and further the impact of Employee learning on the Career Development.

Model Summary

Minimum was achieved

Chi-square = 49.415

Degree of freedom = 1

Probability level = .000

Table 2 Index of fit of the Model

Estimate

S.E

C.R

Decision

.190

.258

.124

.015

.020

.010

12.629

0.000

Accepted

Table 3 Hypotheses testing based on Regression weights

The index of fit for our model is shown in table 2. Taking degrees of freedom (1) into account, most index values approach the general standard of index fit. It evident from the analysis that over all research model is significant (Chi= 49.415) (P<0.05).

Estimate

S.E

C.R

Decision

EMPLRßJBROT

CRDVßEMPLR

.851

.065

13.053

0.000

Accepted

.759

.031

24.203

0.000

Accepted

Table 4 Hypotheses testing based on Regression weights

Results of the above table show the relationship among the variables (Job Rotation, Employee Learning and career development). The results indicate that there exists a positive and significant relationship between the variables. Job rotation has a positive and significant impact (β=0.851, P<0.05) on Employee Learning. Further Employee Learning positively and significantly (β=0.851, P<0.05) influences the Career Development.

Discussion

Due to rapidly change in technology and globalization concept has changed the career development dramatically. (Marieke S. van Dijk, 2004). Organization need to create learning opportunity for career development to encourage learning behavior at all level (McLean, 2002). Different researchers has proved to job rotation provides a learning opportunity and Jaime Ortega, 2006 mentioned that job rotation is learning mechanism. The employees learning theory argue that if employees learn a job thoroughly then they should change the job to learn something new.

Keeping in mind the past research we have add something new, if job rotation provides learning opportunity then obviously Management Trainee Officer will learn new job and by rotation and it will help in developing their career. In this research we have taken sample of 320 MTO’ss by applying statistical tool on data we got positive relationship among the variables.

The above data mention in the tables proved that there is a positive and significant relation among the variables. The hypothesis 1 predict that Learning due to job rotation is positively related to MTO’s Career development, while the hypothesis 2 in the study suggests that Learning due to job rotation is not positively related to MTO’s Career development. These hypotheses are tested on regression analyses that are given in table 4 show positive and significant relations.

Conclusion

Every organization wants multi skilled employees to get a competitive edge over the competitors. Employees can acquire skills and knowledge through training or through job rotation. Some researches suggests that training are costly than job rotation. Job rotation and employee learning have been used to develop the career of Management Trainee Officers. This paper describe how job rotation help MTO’s to learn about different departments and acquire different skills from that rotation and how these skills and knowledge enhance their career. Number of researches suggests that rotation is related to learning and skill acquisition.

Cognitive consistency theories (Festinger, 1957; Heider, 1946) propose that if the employee is rotated with high rate, the employee will view the rotation positively. Some of the previous researches suggests that employees are rotate with they learn the knowledge and skills. Survey of different organization’s employees suggests that employees that are rotated frequently are more satisfied from their job than those who are not rotated.

Practical Implications

Due to tough competition among organizations, organizations want to avail safe roof to compete competitor. Organization structure and culture is changing very quickly due to globalization and Information Technology. Human resource is considered now as a capital and to develop human resource is very important for organization survival. It is considered now to bring multi-skilled employees to reduce cost and set a competitive environment. Through this research we are bringing new concept about job rotation that it will develop the career of MTO’s. The reliability of data of this research giving message to organizations which are offering MTO’s programs, to rotate their MTO’s to develop their career. Banking sector of Pakistan is grown up very fast and offering MTO’s programs if they rotate them then it will develop their career. Job rotations provide learning opportunity and new position, from each experience they will learn. If banking sector and other service rendering organization rotate their MTO’s, then they will learn different tasks and knowledge. If any employee is absent then other employee who is rotated and trained he/she will handle the job and organization working process will not stop.

This research can be practically applied by all those service rendering organizations which are offering MTO’s programs .some organization are well known for MTO’s programs in Pakistan such like Allied Bank, Bank of Punjab, State Bank of Pakistan, Telecom industry (Pakistan Telecommunication Ltd, Ufone, Telenor etc).These organization can get fruitful result by implementing this research model.

Future Research

In Pakistan to gain practical work experience government has launched National Internship Program (NIP) few years ago. The purpose of this program is to avail practical work experience by all those jobless students who has completed their Master degree. Due to short time unlucky we could not interviewed internee of NIP. I prefer to all research students to conduct research by having idea in mind that job rotation can develop career of internees of NIP. Because internee spend one year in organization related to their field if they get rotation opportunity then it will develop their career.

Due to shortage of time we have covered only service rendering organizations which are offering MTO’s Programs. Further research on job rotation can be conducted in manufacturing Industries which are offering MTO’s Programs.

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About the Author:

Zafar Ul Haq, Muhammad Shahid Khan, Dr. Kashif-ur-Rehman

Department of management Science, Iqra University Islamabad Campus, Pakistan zuhaq184@yahoo.com, shahid8787@yahoo.com, drkashif@iqraisb.edu.pk

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