CHAPTER ONE INTRODUCTION
Job rotation not only increases professional knowledge and experiences, also individual’s performance in different positions and responsibilities is the best criterion for evaluation and measurement of his capabilities (Esmaili, 1999). Performance evaluation is considered as an important task of human resources management in simplification of organizational efficacy. In recent years, performance evaluation is noticed so much. In scholars’ opinion, an effective system of performance evaluation can give organizations and their staff so many advantages.
It is very obvious that employees can only put in their best at work when such employee is provided with a conducive working atmosphere conditions and job rotational activities which serve as stimulus to stir them (employees) to achieve organization set target goals and objective efficiently and effectively.
The essence of effect of job rotation is to provide a good platform for equity and fairness. They provide a challenging environment and increase employee and employee performance. Extrinsic needs of workers at all levels are the effect of job rotation which ensures that both the intrinsic are adequately provided for. This is because it develops organizations integrated policy, procedure and practice. Thus, it is an important signal of organization culture and valve so it’s important to the successful recruitment and retention of high caliber work force with adequate knowledge, skill and ability that supports the organization strategic goals and rotation employees in accordance to their contributions skills, competence and market worth.
Lanjenker and Nikodium (1996) have stated that performance evaluation system A) provides certain performance feedback for staff performance improvement; B) determines necessities of staff education, C) provides and simplifies staff development, D) creates close relationship between personnel conclusion and performance; E) increases staff motivation and productivity. Job rotation causes increase of individual knowledge and experiences, decreases tiredness and this leads to intellectual transformations, creativity and innovation (Sa’adat, 2011). Job rotation which plays effective role in development and growth of staff capabilities, puts them in various jobs in order to become experienced in different fields. In addition, they become open-minded and get ready to hold senior positions. Also, management would be able to overcome problems related to human force by rotation when it is needed.
1.2 STATEMENT OF THE PROBLEM
As human societies have moved to industrialization from being traditional and then to post industrialization, sciences and technology are also transformed and developed. Due to these changes, importance of education necessity and features are indicated more than before. Some scholars state about importance of education: “actually, education is management” which means that without staff education, management basics will be insecure and in danger. Staff education is vital and inevitable which should be continuously noticed with management procedures; so that, other management activities will be useful. In fact, education is one of the fundamental and logical ways for guidance of staff attempts in organization and it causes utilization of latent talents, imagination power and creation of intellectual flexibility in staff (Mir Sepasi, 2007, p: 702). Previous experience reminds us that changes in professional pathway of jobs and work methods are inevitable and the only solution is education and human resources development which can guide our present world to changing future world (Abtahi, 1997, p: 70).
Today, each manager and totally each system hopes to have flexible, skillful and multi-skill staff. Such individuals can simplify and accelerate affairs and save time and even resources in activities (Pagani&Origo, 2008, p: 34). Making staff more efficient is the most effective way for achieving competitive advantage in present situation as human resources are considered as the most valuable production factors, the most important capital and main resource of competitive advantage that create fundamental capabilities of each organization. What is important in human resources development is that human resources improvement is not only achieved by technical and special education, also staff education should be developed by various methods and this will be possible only by implementation of strategic plans in human resources management (Talebiyan&Vafayi, 2009). Today, official education isn’t able to train organizational individuals in different aspects and the reason is that most of the capabilities and human force qualities are trained by working.
Job rotation system is one of the two-targeted mechanisms which simplifies executive affairs and develops human resources. Job rotation saves time and costs, leads to better works and trains human resources in various aspects (Soltani, 2000, p; 35). It is in this light that this study examines the effect of worker’s performance through job rotation in federal ministry of education.
1.3 Objectives of the Study
The main objective of this study is to examine the effect of worker’s performance through job rotation in federal ministry of education. Other specific objectives are:
- To examine how eliminating boredom can affect worker’s performance in federal ministry of education.
- To examine how encouragement of development can affect worker’s performance in federal ministry of education.
- To assess how break from strenuous job duties can affect worker’s performance in federal ministry of education.
- To analyse how employee area of specialization can affect worker’s performance in federal ministry of education.
1.4 Research Questions
The following research question are formulated to guide the study:
- How does eliminating boredom affect worker’s performance in federal ministry of education?
- How does encouragement of development affect worker’s performance in federal ministry of education?
- How does break from strenuous job duties affect worker’s performance in federal ministry of education?
- How does employee area of specialization affect worker’s performance in federal ministry of education?
1.5 Statement of Hypotheses
Ho: There is no significant effect between eliminating boredom and enhancement of worker’s performance in federal ministry of education.
HA: There is a significant effect between eliminating boredom and enhancement of worker’s performance in federal ministry of education
Ho: There is no significant effect between encouragement of development and enhancement of worker’s performance in federal ministry of education.
HA: There is no significant effect between encouragement of development and enhancement of worker’s performance in federal ministry of education.
Ho: There is no significant effect between break from strenuous job duties and enhancement of worker’s performance in federal ministry of education.
HA: There is a significant effect between break from strenuous job duties and enhancement of worker’s performance in federal ministry of education
Ho: There is no significance effect between employee area of specialization and enhancement of worker’s performance in federal ministry of education.
HA: There is a significance effect between employee area of specialization and enhancement of worker’s performance in federal ministry of education.
Title page
Approval pages
Certification
Dedication
Acknowledgements
Abstract
List of tables
Table of contents
CHAPTER ONE
INTRODUCTION
- Background of the study
- Statement of the problem
- Objectives of the study
- Research questions
- Statement of Hypotheses
- Significance of the study
- Scope of the study
- Limitations of the study
- Organization of the study
- Definition of terms
CHAPTER TWO
REVIEW OF RELATED LITERATURE
2.1. Conceptual framework
2.1.1 Meaning and concept of Job Rotation
2.1.2 Concept and meaning of Job performance
2.1.3 Eliminating boredom on enhancing worker’s performance
2.1.4 Encouragement of development on enhancing worker’s performance
2.1.5 Break from strenuous job duties on enhancing worker’s performance
2.1.6 Employee area of specialization on enhancing worker’s performance
2.2 Theoretical Framework
2.3 Empirical framework
CHAPTER THREE
RESEARCH DESIGN AND METHODOLOGY
3.1 Research Design
3.2 The population of the Study
3.3 Sampling technique
3.4 Sample size
3.5 Instrumentation
3.6 Plans for data Analysis
3.7 Problems of data collection
CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND INTERPRETATION
4.1 Analysis of research questions
4.1.1 Research question One
4.1.2 Research question Two
4.1.3 Research question Three
4.1.4 Research question Four
4.2 Test of Hypotheses
4.2.1 Test of hypothesis One
4.2.2 Test of hypothesis Two
4.2.3 Test of hypothesis Three
4.2.4 Test of hypothesis Four
4.3 Discussion of Findings
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1 Summary of findings
5.2 Conclusion
5.3 Recommendations
Appendix I
Appendix II
Charts