Abstract
Introduction:
Employees are placed in various job rotations between two or more tasks or vocations at regular intervals to ensure that they are exposed to all elements of the company. Job rotation is a methodical approach that permits employees to avoid boredom while also allowing them to develop and grow. Both management and personnel objectives are met with this strategy. It aids in the identification of employee potential and abilities. Through job rotation, employees are exposed to all aspects of the company. Employee abilities and competencies are evaluated ahead of time to ensure that the employee is deployed in the best possible position. However, it does permit the pursuit of personal interests while gaining practical knowledge in a variety of industries or processes. The present study was undertaken with an aim to assess the effect of job rotation on the nursing staff in a private hospital of Vadodara.
Methodology:
The study was cross-sectional in nature where the perception of the nursing staff was gathered through a structured questionnaire. The questionnaire assessed the perception of the staff on a five point likert scale from strongly agree to strongly disagree. The sample size of the study was 126. Mann Whitney Test and Kruskal Wallis test was used to assess the effect of job rotation with respect to gender and age, years of experience respectively. The statistical analysis was undertaken at 95% confidence level with statistical significance at a p value of less than 0.05.
Results:
The results depicted that there was no difference in the perception towards effect of job rotation with respect to gender and age group. However, with respect to job rotation not interrupting the employees’ work life and no effect on personal life, there was statistical significant difference with respect to the years of experience of the nursing staff as the p value was less than 0.05.
Conclusion:
Job rotation, in their opinion, causes frequent interruptions in both the job and personal life of those who participate in it. The nurses working in the hospital came up with appropriate job rotation ideas that took into consideration their age and years of experience. It appears that most of the criteria indicate that the nursing staff members were satisfied with their job rotation, which lends support to the findings of the study.
Keywords: Job rotation, nursing staff, perception
INTRODUCTION
Job rotation is a management strategy in which employees are transferred or shifted to another department within the organization. It is a pre-planned approach that applies to the entire hospital industry. Employees benefit from job rotation because it broadens their experience. It is a well-executed strategy to alleviate the boredom associated with performing the same task repeatedly. It is beneficial to understand an employee's hidden abilities and ability to work, as well as his or her interests. It is a powerful tool for the successful implementation of the human resources department. The employee has been assigned to the most appropriate location where they will be able to produce the best results. Job rotation assists a human resource manager in making decisions about who will be replaced by whom and in developing work that is appropriate and beneficial to the organization.
A job rotation method that has been properly planned and implemented is essential to strengthen the position of a company and to influence the uncertain and tentative external environment. Furthermore, increased profits for the organization are generated as a result of improved results and outcomes in terms of working ability and satisfaction.
Objectives of the study
To know the degree of the monotony reduction.
To identify the candidate appropriate for succession.
To understand the process of identifying the right person in the existing vacant place.
To create opportunities for workers in all verticals or operations of the organization to make them aware of “how company operates and how tasks are performed.”
To recognize the process of assessing employees’ skills and recognize their interests.
To know the degree of wide-ranging experience they have accumulated.
LITERATURE REVIEW
At Red Sea University in Sudan, this study attempted to learn about workers’ perspectives on job rotation and its impact on performance, as well as the relationship between worker performance and years of experience. Fifty workers were included in this study's sample. The validity of the questionnaire was ensured when the stability constant hit 66. The questionnaire was organized into five sections, each with a collection of questions about how job rotation affects worker performance. According to the study, there was no statistically significant link between job rotation and worker performance. Because the Chi-square results revealed a statistical association between years of experience and job rotation, the university administration was urged to train employees in different occupations and assign specific work assignments.[1]
This research looked into work rotation, satisfaction, commitment, turnover, and job conflict. It also evaluated the relationship between factors and hospital job rotation. Job rotation, satisfaction, dedication, turnover, and conflict were all found to be of high levels in a stratified convenience sample of 786 nurses from five hospitals in Jordan. They determined that nurses who rotated jobs had high levels of job satisfaction and commitment.[2]
The job rotation strategy allows nurses to understand the organization's goal, hence enhancing job satisfaction in this study. Nurses who have experience with job rotation were given questionnaires. Data analysis and processing software programs were utilized to analyze and process 650 copies, of which 532 were valid. This study indicated that work rotation was a feasible approach for utilizing manpower and that hospitals might promote the benefits of job rotation to boost employee and organizational satisfaction.[3]
This study used cross-sectional research to improve nurse job satisfaction and structure commitment through job rotation and internal promotion. Two hundred and sixty-six nurses in two southern Taiwan hospitals were selected for the study. The IBM SPSS Version 23 and IBM SPSS AMOS Version 14 software systems were used (structural equation modeling). Job rotation had a direct impact on work satisfaction and commitment. This study concluded that job rotation and internal promotion were effective methods for increasing nursing personnel.[4]
Work rotation and culture have an impact on employee performance, either directly or indirectly, through work satisfaction and skills. The study included all 989 hospital civil servants. The sample size was calculated using the Slovin formula and stratified probability sampling. The AMOS 22 structural equation modeling technique was used to process the data. The results of the study showed that work rotation and work culture have a significant impact on work satisfaction, skill development, and employee performance.[5]
This study examined hospital nurses’ attitudes toward job rotation, job stress, and organizational commitment. Between September 1 and 30, 2010, data were collected from 430 nurses at a university hospital in Washington, D.C., and analyzed using descriptive statistics, t-tests, analysis of variance (ANOVA), Scheffee checks, and Pearson correlation coefficients. They found that nurses who had job rotation had a negative attitude towards it, high job stress, and low structural commitment. Nurses’ attitudes toward job rotation and job stress were correlated indirectly.[6]
This study evaluated providing educational training to nurses and using human resources to assist nurses in various medical settings. It also examined the link between job rotation, job performance, and job satisfaction. Nurses in Tainan, southern Taiwan, were surveyed using a questionnaire sampling method. There were 228 valid questionnaires identified out of 230 sent. Job satisfaction positively affects work performance via job rotation perception. This plan was found to be an effective management method that increases a positive perception of work rotation.[7]
This study was undertaken to instill information about job rotation among nursing people from the literature, and they conducted very little theoretical or research on job rotation using a form from this study. One out of every three people had gone through a job rotation, which was generally regarded as a positive experience.
Self-development was deemed to be extremely beneficial, yet few people were interested in participating in many types of developmental activities. In this study, employee motivation was shown to be the driving force behind successful development activities such as job rotation.[8]
The study conducted in Busan area investigated the impact of job rotation on motivation and structural commitment on motivation and structural commitment. For the empirical analysis, a survey was conducted among the staff of eight hospitals in the Busan area. The data was analyzed using SPSS 18 and AMOS 18 to perform frequency, correlation, and path analysis. The empirical analysis is summarized as follows: The initial procedure of job rotation had no significant effect on tissue immersion and stimulation, but the result of job rotation had a significant effect. As a result, they recommend that members’ intentions and opinions be actively reflected in job rotations so that the result is maximized once they are frequently and fairly enforced.[9]
This study sought to explore the feelings and perceptions of nurses who used job rotation within a hospital as a management tool to resolve conflicts. One of the qualitative study conducted previously, used the main focus group technique and content analysis to support the theoretical reference of Symbolic Exchange. Work rotation was beneficial in terms of gaining new knowledge and skills, recognizing peers’ efforts, improving interpersonal relationships, and reducing resistance to working in different sectors. Uncertainty arose due to ineffective communication and a lack of team participation in developing the proposal. They concluded that job rotation was an effective strategy for reducing conflict, but managers must consult the team before implementing it.[10]
The institutional ethics approval for conducting the study was taken from the Sumandeep Vidyapeeth Institutional Ethics committee in 2021.
Hypothesis
When researchers anticipate about the outcome of a research study, there is a need for the formation of a research hypothesis, which is a statement that researchers make. The following is the layout of the research hypothesis in this study. All hypotheses have been tested from the results of 17 percept variables.
Null hypothesis (Ho1) = There is no significant difference between the age group and the different perceptions of people regarding the effect of job rotation.
Alternative hypothesis (H11) = There is a significant difference between the age group and the different perceptions of people regarding the effect of job rotation.
Null hypothesis (Ho2) = There are no significant differences between gender and the different perceptions of people regarding the effect of job rotation.
Alternative hypothesis (H12) = There is a significant difference between gender and the different perceptions of people regarding the effect of job rotation.
Research methodology
The study is a cross-sectional type research design.
Mann–Whitney test was applied for analyzing the data.
The statistical test was performed at the significance level of 0.05 (5%).
The data collection instrument is questionnaires for this study.
Type questionnaires used for the assessment, which would be specially designed by “Rensis Likert.” It is the most widely used approach to scaling response in survey research. Response to these criteria was recorded in a form of “Strongly Disagree, Disagree, Neutral, Agree, and Strongly Agree.”
Sampling: Sample size = N/1 + Ne2, n0 = Sample size, N = Population. e = 5% error (level of precision), No = 185/1 + 185 (0.05) ^2 = 126, Total sample: Nurses-126.
Tools for data analysis: The Microsoft Excel tool is used to analyze the complex task that summarizes the data with a preview of pivot tablets that help in filtering the data as per the person's requirement.
Data analysis
Calculated based on total sample size 126:
In this study, out of 126, 105 (83.3%) participants are male and 21 (16.7%) participants are female.
One hundred and one (80.2%) participants are in the age of between 21 and 30 years, 18 (14.3%) participants are between 31 and 40 years, 6 (4.08%) participants are between 41 and 50 years, and 1 (0.8%) participant is between 61 and 70 years.
One hundred and twenty-five (99.2%) participants were designated as “Nursing Staff” and one (0.8%) participant is designated as “Nursing in Charge.”
One hundred and twenty-one (96.0%) participants experienced 0–1 time job rotation till now and five (4.0%) participants experienced 2–3 times job rotation till now.
Eighty-six (68.3%) participants are having 0–5 years of experience, 26 (20.6%) participants are having 6–10 years of job experience, 7 (5.6%) participants are having 11–15 years of job experience, 7 (5.6%) participants are having 16–20 years job experience.
Fifty (39.7%) participants strongly agreed and out of 126, 76 (60.3%) participants agreed with the perception of Job rotation expanding the knowledge of employees.
With the perception of Job rotation is related to increase employee performance level, out of 126, 60 (47.6%) participants strongly agreed; 62 (49.2%) participants agreed; 3 (2.4%) participants are neutral; and 1 (0.8%) disagreed.
Out of 126, 25 (19.8%) participants strongly agreed, 58 (46.0%) participants agreed, 38 (30.2%) participants are neutral, and 5 (4.0%) disagree with the perception of “it does not lead to stress while shifting to a new job.”
As far as the perception of qualification of employee is the matter with respect to different jobs is concerned, out of 126, 35 (27.8%) participants strongly agreed, 79 (62.7%) participants agreed, 11 (8.7%) participants are neutral, and 1 (0.8%) disagreed.
Out of 126, 45 (35.7%) participants strongly agreed, 77 (61.1%) participants agreed, and 4 (3.2%) participants are neutral with the perception of “it has no effects on the relationship between employee and his superior as well as colleague.”
With the perception of it helps in career planning, out of 126, 77 (61.1%) participants strongly agree, 43 (34.1%) participants agreed, 5 (4.0%) participants are neutral, and 1 (0.8%) disagreed.
As far as the perception of “it helps in progression of employee” is concerned, out of 126, 75 (59.5%) participants strongly agree, 46 (36.5%) participants agreed, and 5 (4.0%) participants are neutral.
Out of 126, 30 (23.8%) participants strongly agreed, 59 (46.8%) participants agreed, 25 (19.8%) participants are neutral, and 12 (9.5%) disagreed with the perception of “it is not a frequent interruption in employees work life.”
With the perception of “it has no effect on your personal life,” 29 (23.0%) participants strongly agreed, 58 (46.0%) participants agreed, 22 (17.5%) participants are neutral, and 17 (13.5%) disagreed (42.1%).
Out of 126, 50 (39.7%) participants agreed, 19 (15.1%) participants are neutral, and 4 (3.2%) disagreed with the perception of “it leads to more expense on training for new department.”
Out of 126, 59 (46.8%) participants strongly agreed, 60 (47.6%) participants agreed, 6 (4.8%) participants are neutral, and 1 (0.8%) disagreed with the perception of “it leads to better understanding and cooperation between other employees.”
As far as the perception of “It is the process of managing talent” is concerned, out of 126, 59 (46.8%) participants strongly agreed, 60 (47.6%) participants agreed, 6 (4.8%) participants are neutral, and 1 (0.8%) disagreed.
With the perception of it reduces the boredom of employees, out of 126, 44 (34.9%) participants strongly agreed, 65 (51.6%) participants agreed, 11 (8.7%) participants are neutral, and 6 (4.8%) disagreed.
Out of 126, 58 (46.0%) participants strongly agreed, 58 (46.0%) participants agreed, 9 (7.1%) participants are neutral, and 1 (0.8%) disagreed with the perception of “if employees are having all the department working skills then they may be used in emergency time.”
As far as the perception of “it is beneficial to the organization as well” is concerned, out of 126, 62 (49.2%) participants strongly agreed, 62 (49.2%) participants agreed, and 2 (1.6%) participants are neutral.
With the perception of “the goals of this organization are not clear to me,” out of 126, 2 (1.6%) participants strongly agreed, 6 (4.8%) participants agreed, 35 (27.8%) participants are neutral, 57 (45.2%) disagreed, and 26 (20.6%) participants strongly disagreed.
Out of 126, 65 (51.6%) participants strongly agreed, 47 (37.3%) participants agreed, 12 (9.5%) participants are neutral, 1 (0.8%) disagreed, and 1 (0.8%) strongly disagreed with the perception of “I am satisfied with the job rotation concept.”
The above table 1 shows that all 17 variables for the concept of job rotation for nursing staff have a P value greater than 0.05, indicating that there is no significant difference between the 17 factors and gender.
Table 1:
Mann-Whitney test for testing different perception variables
| Ranks | |||||
|---|---|---|---|---|---|
| Gender | N | Mean Rank | Sum of Ranks | P | |
| Job rotation expands the knowledge of employee | |||||
| Female | 105 | 64.50 | 6772.50 | 0.417 | |
| Male | 21 | 58.50 | 1228.50 | ||
| Total | 126 | ||||
| Job rotation is related to an increase in employee performance level | |||||
| Female | 105 | 64.83 | 6807.50 | 0.297 | |
| Male | 21 | 56.83 | 1193.50 | ||
| Total | 126 | ||||
| It does not lead to stress while shifting to a new job | |||||
| Female | 105 | 63.74 | 6693.00 | 0.858 | |
| Male | 21 | 62.29 | 1308.00 | ||
| Total | 126 | ||||
| Qualification of employee is a matter with respect to different jobs | |||||
| Female | 105 | 64.69 | 6792.00 | 0.341 | |
| Male | 21 | 57.57 | 1209.00 | ||
| Total | 126 | ||||
| It has no effect on the relationship between employee and his superior as well as colleague | |||||
| Female | 105 | 64.63 | 6786.00 | 0.363 | |
| Male | 21 | 57.86 | 1215.00 | ||
| Total | 126 | ||||
| It helps in career planning | |||||
| Female | 105 | 62.69 | 6582.00 | 0.513 | |
| Male | 21 | 67.57 | 1419.00 | ||
| Total | 126 | ||||
| It helps in the progression of employee | |||||
| Female | 105 | 62.84 | 6598.00 | 0.597 | |
| Male | 21 | 66.81 | 1403.00 | ||
| Total | 126 | ||||
| It is not a frequent interruption in employees’ work life | |||||
| Female | 105 | 62.14 | 6525.00 | 0.319 | |
| Male | 21 | 70.29 | 1476.00 | ||
| Total | 126 | ||||
| It has no effect on your personal life | |||||
| Female | 105 | 62.67 | 6580.50 | 0.544 | |
| Male | 21 | 67.64 | 1420.50 | ||
| Total | 126 | ||||
| It leads to more expense on training for a new department | |||||
| Female | 105 | 63.33 | 6649.50 | 0.899 | |
| Male | 21 | 64.36 | 1351.50 | ||
| Total | 126 | ||||
| It leads to better understanding and cooperation between other employees | |||||
| Female | 105 | 63.40 | 6657.00 | 0.938 | |
| Male | 21 | 64.00 | 1344.00 | ||
| Total | 126 | ||||
| It is the process of managing talent | |||||
| Female | 105 | 64.12 | 6732.50 | 0.633 | |
| Male | 21 | 60.40 | 1268.50 | ||
| Total | 126 | ||||
| It reduces the boredom of employee | |||||
| Female | 105 | 63.03 | 6618.50 | 0.723 | |
| Male | 21 | 65.83 | 1382.50 | ||
| Total | 126 | ||||
| If employees are having all the department working skills, then they may be used in emergency time | |||||
| Female | 105 | 64.78 | 6801.50 | 0.328 | |
| Male | 21 | 57.12 | 1199.50 | ||
| Total | 126 | ||||
| It is beneficial to the organization as well | |||||
| Female | 105 | 62.22 | 6533.50 | 0.315 | |
| Male | 21 | 69.88 | 1467.50 | ||
| Total | 126 | ||||
| The goals of this organization are not clear to me | |||||
| Female | 105 | 63.32 | 6649.00 | 0.897 | |
| Male | 21 | 64.38 | 1352.00 | ||
| Total | 126 | ||||
| I am satisfied with job rotation concept | |||||
| Female | 105 | 62.89 | 6603.50 | 0.642 | |
| Male | 21 | 66.55 | 1397.50 | ||
| Total | 126 | ||||
As can be seen from the above table 2, all 17 variables related to the concept of “Job Rotation” for nursing staff have a P value greater than 0.05, indicating that there is no significant difference between the 17 variables and the age of participants.
Table 2:
Kruskal-Wallis test for testing different perception variables
| Ranks | ||||
|---|---|---|---|---|
| Age | N | Mean Rank | P | |
| Job rotation expands the knowledge of employee | 21-30 Years | 101 | 62.30 | 0.180 |
| 31-40 Years | 18 | 74.50 | ||
| 41-50 Years | 6 | 46.50 | ||
| 61-70 Years | 1 | 88.50 | ||
| Total | 126 | |||
| Job rotation is related to an increase in employee performance level | 21-30 Years | 101 | 65.91 | 0.175 |
| 31-40 Years | 18 | 59.42 | ||
| 41-50 Years | 6 | 40.67 | ||
| 61-70 Years | 1 | 30.50 | ||
| Total | 126 | |||
| It does not lead to stress while shifting to a new job | 21-30 Years | 101 | 63.22 | 0.431 |
| 31-40 Years | 18 | 67.83 | ||
| 41-50 Years | 6 | 48.67 | ||
| 61-70 Years | 1 | 102.50 | ||
| Total | 126 | |||
| Qualification of employee is a matter with respect to different jobs | 21-30 Years | 101 | 64.40 | 0.847 |
| 31-40 Years | 18 | 57.83 | ||
| 41-50 Years | 6 | 63.50 | ||
| 61-70 Years | 1 | 75.00 | ||
| Total | 126 | |||
| It has no effect on the relationship between the employee and his superior as well as colleague | 21-30 Years | 101 | 62.46 | 0.411 |
| 31-40 Years | 18 | 68.17 | ||
| 41-50 Years | 6 | 73.83 | ||
| 61-70 Years | 1 | 23.00 | ||
| Total | 126 | |||
| It helps in career planning | 21-30 Years | 101 | 61.96 | 0.517 |
| 31-40 Years | 18 | 71.67 | ||
| 41-50 Years | 6 | 69.00 | ||
| 61-70 Years | 1 | 39.00 | ||
| Total | 126 | |||
| It helps in the progression of employee | 21-30 Years | 101 | 63.32 | 0.763 |
| 31-40 Years | 18 | 67.72 | ||
| 41-50 Years | 6 | 58.17 | ||
| 61-70 Years | 1 | 38.00 | ||
| Total | 126 | |||
| It is not a frequent interruption in employees’ work life | 21-30 Years | 101 | 65.63 | 0.265 |
| 31-40 Years | 18 | 60.33 | ||
| 41-50 Years | 6 | 37.75 | ||
| 61-70 Years | 1 | 60.00 | ||
| Total | 126 | |||
| It has no effect on your personal life | 21-30 Years | 101 | 65.65 | 0.140 |
| 31-40 Years | 18 | 58.42 | ||
| 41-50 Years | 6 | 36.75 | ||
| 61-70 Years | 1 | 98.50 | ||
| Total | 126 | |||
| It leads to more expense on training for a new department | 21-30 Years | 101 | 63.86 | 0.088 |
| 31-40 Years | 18 | 68.06 | ||
| 41-50 Years | 6 | 35.58 | ||
| 61-70 Years | 1 | 113.00 | ||
| Total | 126 | |||
| It leads to better understanding and cooperation between other employees | 21-30 Years | 101 | 63.48 | 0.117 |
| 31-40 Years | 18 | 73.33 | ||
| 41-50 Years | 6 | 39.92 | ||
| 61-70 Years | 1 | 30.00 | ||
| Total | 126 | |||
| It is the process of managing talent | 21-30 Years | 101 | 67.24 | 0.050 |
| 31-40 Years | 18 | 52.44 | ||
| 41-50 Years | 6 | 39.33 | ||
| 61-70 Years | 1 | 29.50 | ||
| Total | 126 | |||
| It reduces the boredom of employee | 21-30 Years | 101 | 64.43 | 0.368 |
| 31-40 Years | 18 | 65.17 | ||
| 41-50 Years | 6 | 40.67 | ||
| 61-70 Years | 1 | 77.00 | ||
| Total | 126 | |||
| If employees are having all the department working skills, then they may be used in emergency time | 21-30 Years | 101 | 65.84 | 0.284 |
| 31-40 Years | 18 | 53.92 | ||
| 41-50 Years | 6 | 48.83 | ||
| 61-70 Years | 1 | 87.50 | ||
| Total | 126 | |||
| It is beneficial to the organization as well | 21-30 Years | 101 | 64.35 | 0.606 |
| 31-40 Years | 18 | 60.83 | ||
| 41-50 Years | 6 | 52.17 | ||
| 61-70 Years | 1 | 93.50 | ||
| Total | 126 | |||
| The goals of this organization are not clear to me | 21-30 Years | 101 | 62.73 | 0.247 |
| 31-40 Years | 18 | 66.14 | ||
| 41-50 Years | 6 | 78.17 | ||
| 61-70 Years | 1 | 5.50 | ||
| Total | 126 | |||
| I am satisfied with the job rotation concept | 21-30 Years | 101 | 64.10 | 0.815 |
| 31-40 Years | 18 | 62.64 | ||
| 41-50 Years | 6 | 61.00 | ||
| 61-70 Years | 1 | 33.00 | ||
| Total | 126 | |||
From the table 3 above, it can be seen that only two variables, i. “It is not a frequent interruption in employees’ work-life” and ii. “It has no effect on your personal life,” have a P value less than 0.05, indicating that both null hypotheses are not rejected and that there are significant differences between the two variables and the experiences of participants. As far as mean ranks of two variables are concerned, for “it is not a frequent interruption in employees work life,” it is 68.98 for 0–5 years, 52.58 for 6–10 years, 40.93 for 11–15 years, 59.29 for 16–20 years, and the mean rank for another one “it has no effect on your personal life” is 69.77 for 0–5 years, 50.87 for 6–10 years, 33.64 for 11–15 years, 63.21 for 16–20 years.
Table 3:
Kruskal-Wallis test for testing different perception variables
| Ranks | ||||
|---|---|---|---|---|
| Total Experience | N | Mean Rank | P | |
| Job rotation expands the knowledge of employee | 0-5 years | 86 | 60.66 | 0.323 |
| 6-10 years | 26 | 69.12 | ||
| 11-15 years | 7 | 61.50 | ||
| 16-20 years | 7 | 79.50 | ||
| Total | 126 | |||
| Job rotation is related to an increase in employee performance level | 0-5 years | 86 | 65.70 | 0.215 |
| 6-10 years | 26 | 62.25 | ||
| 11-15 years | 7 | 39.21 | ||
| 16-20 years | 7 | 65.36 | ||
| Total | 126 | |||
| It does not lead to stress while shifting to a new job | 0-5 years | 86 | 64.92 | 0.596 |
| 6-10 years | 26 | 55.75 | ||
| 11-15 years | 7 | 69.14 | ||
| 16-20 years | 7 | 69.14 | ||
| Total | 126 | |||
| Qualification of employee is a matter with respect to different jobs | 0-5 years | 86 | 65.86 | 0.134 |
| 6-10 years | 26 | 53.08 | ||
| 11-15 years | 7 | 57.00 | ||
| 16-20 years | 7 | 79.71 | ||
| Total | 126 | |||
| It has no effect on the relationship between the employee and his superior as well as colleague | 0-5 years | 86 | 63.19 | 0.572 |
| 6-10 years | 26 | 59.75 | ||
| 11-15 years | 7 | 66.57 | ||
| 16-20 years | 7 | 78.14 | ||
| Total | 126 | |||
| It helps in career planning | 0-5 years | 86 | 60.10 | 0.110 |
| 6-10 years | 26 | 67.62 | ||
| 11-15 years | 7 | 64.71 | ||
| 16-20 years | 7 | 88.71 | ||
| Total | 126 | |||
| It helps in the progression of employee | 0-5 years | 86 | 63.22 | 0.925 |
| 6-10 years | 26 | 62.25 | ||
| 11-15 years | 7 | 63.93 | ||
| 16-20 years | 7 | 71.21 | ||
| Total | 126 | |||
| It is not a frequent interruption in employees’ work life | 0-5 years | 86 | 68.98 | 0.045 |
| 6-10 years | 26 | 52.58 | ||
| 11-15 years | 7 | 40.93 | ||
| 16-20 years | 7 | 59.29 | ||
| Total | 126 | |||
| It has no effect on your personal life | 0-5 years | 86 | 69.77 | 0.008 |
| 6-10 years | 26 | 50.87 | ||
| 11-15 years | 7 | 33.64 | ||
| 16-20 years | 7 | 63.21 | ||
| Total | 126 | |||
| It leads to more expense on training for a new department | 0-5 years | 86 | 66.49 | 0.267 |
| 6-10 years | 26 | 59.38 | ||
| 11-15 years | 7 | 41.71 | ||
| 16-20 years | 7 | 63.86 | ||
| Total | 126 | |||
| It leads to better understanding and cooperation between other employees | 0-5 years | 86 | 63.78 | 0.387 |
| 6-10 years | 26 | 69.15 | ||
| 11-15 years | 7 | 55.50 | ||
| 16-20 years | 7 | 47.00 | ||
| Total | 126 | |||
| It is the process of managing talent | 0-5 years | 86 | 67.26 | 0.152 |
| 6-10 years | 26 | 60.31 | ||
| 11-15 years | 7 | 46.36 | ||
| 16-20 years | 7 | 46.36 | ||
| Total | 126 | |||
| It reduces the boredom of employee | 0-5 years | 86 | 63.44 | 0.886 |
| 6-10 years | 26 | 62.52 | ||
| 11-15 years | 7 | 59.07 | ||
| 16-20 years | 7 | 72.29 | ||
| Total | 126 | |||
| If employees are having all the department working skills, then they may be used in emergency time | 0-5 years | 86 | 66.01 | 0.638 |
| 6-10 years | 26 | 58.85 | ||
| 11-15 years | 7 | 59.14 | ||
| 16-20 years | 7 | 54.36 | ||
| Total | 126 | |||
| It is beneficial to the organization as well | 0-5 years | 86 | 63.59 | 0.880 |
| 6-10 years | 26 | 62.50 | ||
| 11-15 years | 7 | 71.50 | ||
| 16-20 years | 7 | 58.07 | ||
| Total | 126 | |||
| The goals of this organization are not clear to me | 0-5 years | 86 | 62.24 | 0.070 |
| 6-10 years | 26 | 71.31 | ||
| 11-15 years | 7 | 77.29 | ||
| 16-20 years | 7 | 36.21 | ||
| Total | 126 | |||
| I am satisfied with the job rotation concept | 0-5 years | 86 | 64.28 | 0.695 |
| 6-10 years | 26 | 64.40 | ||
| 11-15 years | 7 | 49.00 | ||
| 16-20 years | 7 | 65.00 | ||
| Total | 126 | |||
FINDINGS
So far as a finding of descriptive analysis is concerned, the following results have been observed
One hundred and twenty-one (96.0%) participants have been in rotation jobs 0–1 time and five (4.0%) participants have been in rotation jobs 2–3 times. The majority of nurses, 86 (68.3%) have 0–5 years of job experience, while only 7 (5.6%) have 16–20 years of job experience. All participants (100%) strongly agreed and agreed as well with the perception that “job rotation expands the knowledge of an employee.” The majority numbers, i.e., 122 (96.8%) participants, strongly agreed and agreed, while negligible numbers [1 (0.8%)] disagreed with this perception of “job rotation is related to increasing employee performance level.”
Eighty-three (65.8%) participants strongly agreed and agreed, 38 (30.2%) participants are neutral, and 5 (4.0%) disagree with the perception that “job rotation does not lead to stress while shifting to a new job.” The majority of participants, i.e., 11.4 (90.5%), strongly agreed and agreed with the perception that the “qualification of an employee is the matter with respect to different jobs.” One hundred and twenty-two (96.8%) participants strongly agree and agree, while four (3.2%) participants are neutral, believing that “job rotation has no effect on the relationship between an employee and his superior and colleague.” One hundred and twenty (95.2%) participants strongly agreed and agreed that “job rotation helps in career planning.” Almost all (121, or 96%) participants strongly agreed or agreed with the perception that “job rotation helps in employee progression.” Five (4.0%) participants were neutral. 89 percent strongly agreed or agreed, 12 (9.5%) disagreed, and the rest were all neutral, believing it is not a frequent interruption in employee work life. Eighty-seven participants strongly agreed and agreed, 17 (13.5%) disagreed, and the rest are neutral with the perception that “it has no effect on personal life.” One hundred and four participants strongly agreed or agreed and four (3.2%) disagreed with the perception that “it leads to more expense on training for new departments.” One hundred and nineteen (94.4%) participants strongly agreed and agreed, 6 (4.8%) participants were neutral, and 1 (0.8%) disagreed with the perception that “it leads to better understanding and between other employees.” One hundred and nineteen (94.4%) participants strongly agreed and agreed, 6 (4.8%) participants were neutral, and 1 (0.8%) disagreed with the perception that job rotation is the process of managing.
As far as test of hypotheses are concerned, the following results have been established:
This research reveals that all 17 variables for the notion of “Job Rotation” for nursing staff had a P value of more than 0.05, which explains why there is no statistically significant difference between the 17 variables and gender.
In the study of the notion of “Job Rotation” for nursing staff, it was established that all 17 factors had P values greater than 0.05, which means that there is no statistically significant difference between the 17 variables and the “Age of Participation.”
Out of the 17 distinct variables tested for the notion of job rotation in nursing staff, it is found that only for two variables [(1) “It is not a frequent interruption in staff’ work-life” and (2) “It has no effect on your personal life”] null hypotheses are true: As far as the P value is concerned, it is less than 0.05, and as a consequence, the null hypothesis is not rejected, and it is concluded that there is a statistically significant difference between the medians of the two variables and the total experience.
CONCLUSION
According to all factors’ perceptions, the notion of job rotation and its acceptance is high among nursing staff, but they have a negative impression of two variables: “It is not a frequent interruption in the employee's work life” and “It has no effect on personal life.” Job rotation, in their opinion, causes frequent interruptions in both the job and personal life of those who participate in it. The nurses working in the hospital came up with appropriate job rotation ideas that took into consideration their age and years of experience. It appears that most of the criteria indicate that the nursing staff members were satisfied with their job rotation, which lends support to the findings of the study. The nursing staff was thrilled with their work rotation strategy since it allowed them to learn new skills while still remaining in their existing position, which they appreciated. In a variety of areas, nurses encountered distinct difficulties; as a result, they expressed a high level of overall satisfaction in their jobs.
When it comes to the recommendation, nurses must continue to obtain appropriate training to completely comprehend the benefits of job rotation methods.
Financial support and sponsorship
Nil.
Conflicts of interest
There are no conflicts of interest.
Ethical clearance
Ethical approval for this study (Ethical Committee SVIEC/ON/MBA/BNPG20/D21045) was provided by the Ethical Committee Sumandeep Vidyapeeth Institutional Ethics Committee (SVIEC), Vadodara, Gujarat, Indian on 27th September 2021.
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