Addis Ababa University School of Commerce

Addis Ababa University
School of Commerce
The Effect of Job Rotation on Employee Motivation and Job

Involvement in the Case of Commercial Bank of Ethiopia
By
Teshome Asfaw
May, 2018
Addis Ababa, Ethiopia

School of Commerce
Department of Business Administration and Information System
Advisor: Fesseha Afewerk (Ast.Prof)
A Thesis Submitted to Addis Ababa University, School of Commerce, for

Partial Fulfillment of the Requirements for Master of Arts Degree in
Human Resource Management
School of Commerce
Department of Business Administration and Information System
The Effect of Job Rotation on Employee Motivation and Job Involvement

in the Case of Commercial Bank of Ethiopia
Thesis Approval Sheet
Board of Examiners
Advisor Signature Date
___________________ ________________ ____________
External Examiner Signature Date
____________________ ________________ ____________
Internal Examiner Signature Date
___________________ ________________ –––––––––––––

Declaration
I, Teshome Asfaw, hereby declare that the thesis titled "The Effect of Job
Rotation onEmployee Motivation and Job Involvement in the Case of
Commercial Bank of Ethiopia" is my original research work under the
guidance of my advisor Fesseha Afewerk (Ast.Prof) .This research has not been
submitted for any degree in other universities. All sources of materials used for
this project have been duly cited and acknowledged.
Declared by, Signature Date
Teshome Asfaw ___________ ___________
Advisor Signature Date

___________________ _____________ ____________
External Examiner Signature Date
____________________ ________________ ____________
Internal Examiner Signature Date
___________________ ________________ –––––––––––––

ACKNOWLEDGEMENT
First and for most, I would like to thank God for the courage He gave me.
Secondly, I would like to thank my advisor, Fesseha Afewerk (Ast.Prof)
(Addis Ababa University School of commerce) for his guidance to effectively
work this research study. I offer sincere thanks to employees of Commercial
Bank of Ethiopia for their cooperation during the survey and Commercial Bank
of Ethiopia’s office of Human Resource Transaction for providing me the
necessary materials on the subject matter of this study.
List of Acronyms
CBE- Commercial Bank of Ethiopia
CSO-Customer service officer
CSM-Customer service Manager
H.O-Head Office
HR-Human Resource
HRM-Human Resource Management
SCSO-Seiner customer service officer
SPSS- Statistical Package for Social Science
Table of Content Page NO
Chapter one: Introduction
1. 1 Background of the study ……………… ……………….……..….…....1
1.2 Statement of the problem…………………………..…….………...…...3
1.3 Research question ..…………………………………………….…..…...5
1.4 Research Objective………………………………………………...........5
1.4.1 General objective……………………………………………….....…..5
1.4.2 Specific Objective……………………………………………………..5
1.5 Significance of the study ……………...…………..…………………...6
1.6 limitation of the study ………………………………...……………….6
1.7 Organization of the study ……………………………………………...6
Chapter Two
Review of Related Literature..................................................................7
2.1 Theoretical literature review on job rotation………………………..…7
2.2 Definition of job rotation……………………………………….……..10
2.3 Theories of job rotation ……………………………………………….11
2.3.1 Employee learning……………………………………………………11
2.3.2 Employer learning ………………….………………………………..12
2.3.3 Employees motivation ………………………………………………12
2.4 The process of job rotation practice……………………………………13
2.5 Job rotation and motivation …………………………………………..14
2.6 Job rotation and Involvement …………………………………………14
2.7 Alternative Training and development methods………………………15
Chapter 3
3. Methodology ……….…………………………………………….…...16
3.1 Description of the study Area………………………………..……...16
3.2 Research Approach…………………………………………………...16
3.4 Population and Sampling…….………………………………………16
3.5 Data source and type…………………………………………………17
3.6 Data collection Procedure ……….................................................18
3.7 Reliability and validity of the research……………………………...18
3.8 Ethical Consideration………………………………………………..19
3.9 Data Analysis............................................................................19
Chapter 4
4.1 Introduction ……………………………………………………….....20
4.2 General Approach of job rotation plan………………..……………..22
4.2.1 Job rotation plan………………………………………………...…..22
4.2.2 Job rotation communication plan…………………………………..23
4.2.3 Providing support during job rotation practices…..……………….25
4.2.4 Job rotation practice Evaluation..………………………….………28
4.2.5 Effectiveness of job rotation practices …………………….………30
4.3 Employee motivation ……..………………………………………….32
4.4 Employee Job Involvement ……………………….…………………33
4.5 Correlation Analysis………………………………………….……....35
4.6 regulation Analysis………….…………………….……….………..36
4.7 Alternative Training and development………… ………….………38
Chapter 5
5.1 Introduction………………………………..…………………………..42
5.2 Summery of finding and conclusion………………………………….42
5.3 Recommendation ……………………………………………………..44
Reference
Appendix
LIST OF TABELS Page no
Table1: Sample size of selected branch---------------------------------------------------------------18
Table2: Reliability statistics----------------------------------------------------------------------------19
Table3: Descriptive statistics---------------------------------------------------------------------------20
Table4: Job rotation Plan-------------------------------------------------------------------------------22
Table5: Job rotation communication plan------------------------------------------------------------24
Table6: Provide support during Job rotation practice-----------------------------------------------26
Table7: Job rotation practice evaluation--------------------------------------------------------------28
Table8: Effect of job rotation practice----------------------------------------------------------------30
Table9: Summery of job rotation practice process--------------------------------------------------32
Table10: Employee motivation------------------------------------------------------------------------33
Table11: Employee job involvement-----------------------------------------------------------------34
Table12: Summery statistics of dependent and independent--------------------------------------35
Table13: Correlation Analysis-------------------------------------------------------------------------35
Table14: Model fitness for job rotation practice and motivation---------------------------------36
Table15: Model fitness for job rotation practice and job involvement--------------------------37
Table16: Alternative training and development method-------------------------------------------39
Table17: Analysis of correlation coefficient of alternative training method---------------40

Table18: Table 18 Correlation analysis of alternative tanning methods Vs JR------------41
ABSTRACT
The study assessed job rotation practices in CBE, measured effectiveness of job rotation
practices enhance motivation and job involvement and point out alternative training and
development methods improve job rotation practices along with improvement of motivation
and job involvement. The primary data for this study was collected through a structured
questionnaire that was tailored with the help of literature. The sample size was 298
respondents are selected using convenience sampling from10 branches of CBE. The
questionnaire included 56 items. Survey was carried out with the support of IBM SPSS
statistics 20 software system: - descriptive, correlation and regression analysis was
conducted to generate results.
The study found that job rotation is moderately known in CBE. The study also found that job
rotation practices have a moderate effect and positive relationship with motivation and job
involvement of the employees of CBE. Moreover, job instructional training and coaching are
widely used methods to develop the knowledge and skill towards the employees in CBE.
Findings suggested that by boosting job rotation practices, employees of CBE could be
motivated and involved. It was found that when employees are rotated, they become more
motivated and job involved. Recommendations are the general approaches of job rotation
practices in CBE are above moderate level.CBE should maintain and further improve the
existing job rotation practices.
Keywords: Job Rotation, Motivation, Job Involvement, Commercial Bank of Ethiopia.
CHAPTER ONE
INTRODUCTION
1. 1 BACKGROUND OF THE STUDY
Banking is one of the most important and significant businesses all over the world. It plays a
very essential role in strengthening the entire financial structure of the economy. It also
contributes towards the development of overall economy of a country, and Ethiopia is not
exception from this scenario. One of the major concerns of financial institutions including
banks in this competitive environment is motivating employees and enhancing their job
involvement in order to get the desired results. The best way for the financial institutions, to
achieve such objectives is providing job rotations as training tool in addition to formal
training and workshops (Mohsan, F, & Sarfraz M (2012).
Today organizations design customized job rotation programs by asking employees about
their career aspirations in order to meet their needs for career satisfaction, have more loyal
and committed workforce because by satisfying the longings, managers give greater hope and
confidence to employees, which enhance their loyalty to the organizations (Zigarelli, 2014)
Background of CBE
Commercial Bank of Ethiopia (CBE) is the biggest commercial bank in Ethiopia which was
established in 1942 GC. As a leader in the banking industry in Ethiopia, it has gone through
several reforms and expansions to provide services for its customers. As a result, for the last
five years, it opened more than 600 new branches and employed more than 16,000 new
employees in order to improve saving culture of the society, increase its accessibility and
changing un-banking society to banking. CBE has set a vision to become world class
commercial bank by 2025. Despite the flourishing of private commercial banks, CBE has
remained in the lead in terms of assets, deposits, capital, customer base, and branch network
and branch sizes (http://www.combanketh.com).
Being aware of the fact that strengthening human resources is central to organizational
success, the CBE made an agreement for the preparation of its human resources development
strategy with the Frankfurt School of Finance and Management on January 1, 2011 (Annual
report 2010/11).
1
Human Resource is the most important resource compared with other resources like machine,
material, land, etc. In the organizational context, the efficiency of human resource depends on
the development of the individual’s job according to human capability and characteristics.
Job rotation is one of the most important issues in Human Resource Management.
Many businesses, small and large, are attempting to improve work design systems by the
development of job rotation strategy. Job rotation is a strategy conducted by organizations
either private or public to improve employee performance and productivity (Schultz, D.,
Schultz, S. E. (2010). Job rotation is implemented in line with the business goals and human
resource strategies of the organization. Job rotation can also be used to alleviate the physical
and mental stresses endured by employees when working in the same position, year after
year. By allowing employees to rotate to other positions, the risk factors for some types of
musculoskeletal disorders may be reduced. Individuals learn several different skills and
perform each task for a specified time period.
There are different reasons a company may choose to utilize job rotation such as using job
rotation as a learning mechanism. There are significant benefits that may outweigh the costs
involved with training employees for diversified positions. As a learning mechanism,
employees are given the opportunity to learn necessary skills which can help them to advance
within a company. This employment opportunity also has the effect of boosting morale and
self efficacy. The company may benefit from using job rotation by having the ability to keep
key staff within a company. This practice may allow a company to run more efficiently, and
as a result, become more productive and profitable.
Employees are the back bone for any organization, keeping an employee motivated towards a
job is the crucial role of the organization. Keeping an employee interested in the job is the
biggest challenge faced by the HR teams in any organization. The top management needs to
find the way where they can fulfill the needs of the employees and make them to be engaged
in the work.
There comes the best solution for the problem which is “Job Rotation”. The Job rotation is a
mechanism used by the employer to develop employees in a particular field. Job rotation
gives the opportunity to develop employee’s skills and knowledge in a variety of changing
jobs. The job rotation activities are mainly followed in hospitals and banks on daily basis
2
which helps to make their employees more enhanced in their job. Bankers are the backbone
to the finance industry. Motivating the Banker is the biggest challenge faced by all finance
industry. It is a huge task to make them relieved from stress as a result of their monotonous
job, at this point any bank has to think of stress relieving techniques which can overcome this
challenge. Here comes the best solution to the challenge faced by the bank that is through
“Job Rotation”. Job rotation is the accessible technique for enhancing banker’s efficiency in
rendering quality services to all needy people.
Job Rotation in Commercial Bank of Ethiopia

CBE applies job rotation to enable employees to have all rounded knowledge and skills on
various services of the bank since 2008. It is believed that, frequency of rotations and
engagement of staffs in different services of the bank will enable them to be generalist. The
bank remarks, since all employees will have the knowledge and skills on its various services,
this permits the bank to provide quality service for its customers at any time. It is also noted
that this will enable the bank to give prime satisfaction for its customers, become competent
in the market and remain a leading bank in Ethiopian banking industry. In the other end, it
also helps employees to be knowledgeable and skilled, competent, motivated and well
exposed for the business in the industry.
According to Corporate Human Resource Management of CBE, so far, 75% of total number
of employees that have worked in the branch offices have also took part in job rotation. It is
also indicated as this helped to build capacity of employees and make them to be generalist.
1.2 STATEMENT OF THE PROBLEM

It is a hot issue of job rotation practice in CBE, because Human resource management
department is concerned with the people who work in the organization to achieve the
objective of the organization. It concerns with the acquisition of appropriate human
resources, developing their skills and competencies, motivating them for best performance
and ensuring their continued commitment to achieve organizational objectives to achieve
This it mainly focus on a practice of job rotation but when implementing a job rotation there
are a lot of problems are observed in each branches like planning, communication, supporting
and in relation to feedbacks, CBE also spend huge amounts of money yearly for training in
relation to job rotations, does this job rotation has effect on motivation and involvements?
3
Job rotation has much significance in commercial environment in the world. It is used by the
stakeholders within the organizations to extend workers, managers and executives
(Delpasand, Nasiripoor, Raiisi, & Shahabi 2011).
It is clear that almost every organization spends huge amount of money annually on training
activities for technical, managerial or personnel development, hence, job rotation is taken as
one of the best ways of training tools. Job rotation as one of a training and development tools
is giving people the opportunity to work in other sections or departments.
Job rotation also gives an opportunity of working at different tasks or in different positions
for set periods of times in a planned way using lateral transfers aiming to allow employees to
gain a range of knowledge, skills and competencies and is also seen as an on-the-job training
technique and as such is known to have an effect on employee motivation, commitment and
job involvement. According to ( Delpasand et al, 2010) Job rotation is considered as a
method of designing jobs that employees learn job skills in different sections, and fatigue
caused by repetitive job tasks are solved with a change in duties. As one of effective on-job-
training tools modalities, he explains that effective job rotation brings high customer
satisfaction.
However, it fails when Job rotation systematically move employees from one job task to
another with planned intervals and without proper follow ups and measurement.
CBE job rotation practice within the branch involves from one job grade position to same job
grade position with different jobs (example from front maker to back maker, front checker,
support branch controller, cash and vice versa, accountant to senior branch controller, chief
casher and vice versa). It is also Job rotation practice made in CBE by delegation or acting
from lower job grade employee position to higher job grade position with different jobs.
CBE believes that building capacity of its employees lets it to provide quality service and
makes it competent in the industry. Therefore, along with this, to provide rapid and quality
service for its customers, it undertakes aggressive employee trainings. It is believed that since
CBE has huge number of employees that have direct contact with customers, it uses different
human resources development modalities. Among the modalities, practicing job rotation
across its branches is the one it uses with the aim of creating generalist professionals.
4
1.3 RESEARCH QUESTIONS
The following questions regarding the effect of job rotation on employee motivation and job
involvement practices guides the study:
1. What are the general approaches of job rotation practices of employees?
2. To what extent job rotation practices affect employee motivation and job involvement?
3. What is the effectiveness level of job rotation practices on employee motivation, and job
involvement?
1.4 RESEARCH OBJECTIVE
1.4.1 GENERAL OBJECTIVE
The general objective of the study is to investigate the effect of job rotation practice in CBE
in improving employees’ motivation and job involvement on different tasks.
1.4.2 SPECIFIC OBJECTIVES
The specific objectives of the study include:
1. To assess the general approach of job rotation practices on employees in CBE.
2. To determine job rotation practices affect employee motivation and job involvement.
3. To measure the effectiveness level of job rotation practices on employee motivation, and
job involvement.
1.5 SIGNIFICANCE OF THE STUDY

Besides its academic significance to the researcher, the study had the following
Importance.
For CBE the output of the study investigates the effect of job rotation practice to enhance
employees’ motivation and job involvement on different tasks to create generalist.
Other researchers it will provide relevant information or interested groups regarding the
strengths and improvement areas of the existing practices on job rotation for a bank and the
achievement of its objective.
For other banks the output will provide the alternative training and development methods that
improve effectiveness of job rotation practices and improve employee motivation, and job
involvement for banks.
5
1.6 LIMITATION OF THE STUDY
Practically, the study geographically limited to employees of Addis Ababa areas only because
it is obvious it will be very difficult to conduct throughout the bank’s branches stretched
across Ethiopia. It would be more generalizable if the study took samples from the total
populations of the company. Moreover, more time and much fund need to be dedicated to
collect data from employees that work in all CBE branches.
1.7 ORGANIZATION OF THE STUDY
The study divided in to five chapters. The first chapter deals with introduction which
encompasses background of the study, statement of the Problem, research questions, purpose
of the study, significance of the study, limitation of the study.
The second chapter deals with the review of related literatures on job rotation. This part gives
a highlight on the theoretical, empirical and conceptual framework of the topic under study.
The third chapter discuss about research methodology which includes research design,
sampling size, data type and source, data collection instrument, It is also includes ethical
consideration. The fourth chapter is namely the presentation, analysis and interpretation, it is
carefully diagnosed the data collected through questionnaire.
The fifth chapter also dedicated to summary of findings, conclusions and recommendations
by the researcher based on the outcomes the overall study.
6
CHAPTER TWO
REVIEW OF RELATED LITERATURE
2.1 Theoretical literature review of job rotation
Human Resource is the most important resource compared with other resources like machine,
material, land, etc. In the organizational context, the efficiency of human resource depends on
the development of the individual’s job according to human capability and characteristics.
Job rotation is one of the most important issues in Human Resource Management.
Many businesses, small and large, are attempting to improve work design systems by the
development of job rotation strategy. Job rotation is a strategy conducted by organizations
either private or public to improve employee performance and productivity (Schultz, 2010).
Job rotation is implemented in line with the business goals and human resource strategies of
the organization. Job rotation can also be used to alleviate the physical and mental stresses
endured by employees when working in the same position, year after year. By allowing
employees to rotate to other positions, the risk factors for some types of musculoskeletal
disorders may be reduced. (Campion, 1994) Individuals learn several different skills and
perform each task for a specified time period.
There are different reasons a company may choose to utilize job rotation such as using job
rotation as a learning mechanism (Ference, & Warren1977). There are significant benefits
that may outweigh the costs involved with training employees for diversified positions. As a
learning mechanism, employees are given the opportunity to learn necessary skills which can
help them to advance within a company. This employment opportunity also has the effect of
boosting morale and self efficacy. The company may benefit from using job rotation by
having the ability to keep key staff within a company. This practice may allow a company to
run more efficiently, and as a result, become more productive and profitable.
Job rotation has existed in business for so many years. It may have been called multi-tasking,
lateral transfer, job-shadowing or simply doing what was needed to get the job done (Bennett,
2003), many independent and family owned businesses use job rotation as a means to learn
operations and become "well-rounded" employees( Lantz, 2007). Larger businesses faced
7
with the reality of a shrinking labor pool and an aging executive workforce look up to job
rotation as a succession planning tool. To some extent, job rotation enhances the skills and
legacy of the organization while working to retain younger employees who increasingly
demonstrate desires to learn and experience new things this "expedition" experienced by
younger employees helps them to understand the value of each functional area's contribution
to the organizational mission (Dari, 2012) job rotation helps workers to understand the
different steps that go into creating a product and/or service delivery, how their own effort
affects the quality and efficiency of production and customer service, and how each member
of the team contributes to the process. Hence, job rotation permits individuals to gain
experience in various phases of the business and, thus, broaden their perspective. It is also
believed that job rotation has the ability to decrease the amount of boredom and monotony
experienced by employees who work in the same position for extended periods of time.
Job rotation is planned replacement of staff in jobs and in different time periods with the aim
of gaining skills and job autonomy, motivation, and productivity (Saravani 2013).
Job rotation benefits employees who participate by reducing job burn-out, apathy, and
fatigue, which ultimately increase the level of employee satisfaction and motivation (Black,
2014) .Not all employees are open to the idea of job rotation higher performers compared to
under performers are likely to like job rotation because it is perceived to add to a greater
improvement in skills Khan (2012).
Job rotation is a great tool to enhance staff motivation, commitment and participation in the
work, which is also important in an effective and integrate performance of organization. Job
rotation is accepted as an effective way to develop skills and motivation of the employees.
Job rotation is a job design process that is widely used in many organizations at different
levels of the Organizational hierarchy. Job rotation is the result of effort and determination
and implementation of human structure with technological processes. Job rotation is an
important process in human resource capital development policies, which potentially plays a
role in improving job satisfaction and enhances the capabilities of employees (Wageeh
,2014).
Most experts believe that the success of organizations depend on satisfied, motivated and
creative employees trying to achieve the goals of the organization. In this case, managers will
be able to bring the capabilities of people from potentiality to actuality. One of the strategic
8
tasks of organizational management is to utilize special techniques, to create suitable
environment to flourish the talents and abilities of employees (Ortega, 2001).
Studies have shown that when senior management accepts change, willingness of low and
middle managers should be considered in implementation of change and be convinced about
the need for change. Many of the barriers to change are rooted in readiness to accept
organizational transformation. Psychologically these obstacles, such as administrative
barriers, can be described by insecurity and fear of negative consequences for individuals. In
dynamic environments, organizations need to implement continuous change in strategy,
structure, process, and their culture (Rangriz,2014).
Empirical review
A study conducted in banking sector of Pakistan using a descriptive research design by

adopting quantitative and qualitative data interpretation from a total of 285 valid respondent
were generated from seven major banks operating in province capital. This study was
conducted to highlight the importance of the job rotation as a training method and to access
its impact on the employee motivation and job involvement. The study documented a weak
and positive impact of job rotation on employee commitment and job involvement and a
weak negative impact of job rotation on employee motivation. Previous research on these
topics also provides evidence of a positive impact of the job rotation on the employee
commitment and loyalty with the organization (Zigarelli, 2004).
Based on the findings of this research indicates that employee commitment and job
involvement could be slightly increased by boosting up job rotational activities in banking
sector of Pakistan while the issue of employee motivation is still debatable and we call for
more research in this area to understand the phenomenon in more accurate and appropriate
way. (African Journal of Business Management Vol. 6(24), pp. 7114-7119, 20 June, 2012).
9
2.2 DEFINITION OF JOB ROTATION
Different authors have defined job rotation using their own words and expressions. Although
they have used different wordings, all definitions convey the same meaning. Some of the
definitions by different writers are discussed as follows:
Job rotation is one of the factors to enhance the productivity of an organization, but it needs
proper training and cooperative colleagues to support the employees in the current position
(Gómez, 2004). Job rotation is defined as the organized movement of an employee from one
position to another position at a designed period in the same department (Malinski, 2002).
Job rotation is one of the factors to enhance the productivity of an organization, but it needs
proper training and cooperative colleagues to support the employees in the current position.
(Langton,2012).
Rotation can be defined as working at different tasks or in different positions for set periods
of times in a planned way using lateral transfers aiming to allow employees to gain a range of
knowledge, skills and competencies and is also seen as an on-the-job training technique and
as such is known to have an effect on employee motivation (Wageeh, 2014).
According to (Zeira,2013) Job rotation implies to a systematic change of employee by

transferring employee between various areas of responsibility on the premise to enhance
employee experience in the job. From the view of human resource management, many
researchers have described job rotation in broader perspective.
All these views are the views of the people who support job rotation and explain what is job
rotation and they also agree to a common point that in job rotation staff is moved between
different jobs and it is most of the time within the organization between different jobs or
tasks.
According to Bennett, (2003) there is two forms of job rotation: These are
(1) Within-function rotation

It explains that within-function rotation means rotation between jobs with the same or similar
levels of responsibility and within the same operational or functional area.
10
(2) Cross-functional rotation
Cross-functional rotation means “movement between jobs in different parts of the
organization over a period of time”. However, rather than rotating between a numbers of jobs
that are in the same group and closely related to each other.
The individual or new employee would rotate through a number of jobs in different
departments. This method provides the individual or new employee with developmental
opportunities and such methods can also be used by the organization to gather data about
their skills, interests and potential to indicate their final place.
2.3 THEORIES OF JOB ROTATION

According to Farhang (2012) there are three theories of job rotation. “Employee learning,
employer learning, and employee motivation”
The first theory claims that employees who rotate accumulate more human capital because
they are exposed to a wider range of experiences. The more an employee moves, the more he
learns. We refer to this as the employee learning theory. The second theory is that the firm
itself learns more about its own employees if it can observe how they perform at different
jobs. To find the job that an employee is best at, the employer needs to move the employee
around and observe how he performs at each position. We call this the employer learning
theory. The last theory is that job rotation motivates employees who would otherwise become
bored and tired of always performing the same tasks. The theories deliver different
predictions regarding the types of employees who are more likely to rotate and the types of
firms where rotation is more likely.
Mostly the bank uses Employee learning theory because it assumes the employees are
exposed to a wider range of experiences through moving in different operations.
2.3.1 EMPLOYEE LEARNING

The employee learning argument is that job rotation is an effective way to develop
employees’ abilities. According to Champion et al. (1994) as cited by Eriksson & Ortega
(2004), job rotation Produce two beneficial effects. First, an employee who rotates
accumulates experience more quickly than an employee who does not rotate. Hence job
rotation is mentioned as an effective tool for career development. Second, an employee who
rotates accumulates experience in more areas than an employee who does not rotate. Hence,
if an employee rotates more frequently, it is easier to train him to become a generalist.
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2.3.2 EMPLOYER LEARNING
The employer learning argument is that job rotation provides information that the firm can
use to improve the allocation of jobs among employees. If an employee can be observed
performing different activities, it may be easier for the firm to find out the most appropriate
job for that employee. Using a simple learning model, Ortega (2001) shows that this intuition
is correct. With a job rotation policy, each time an employee rotates and the employer learns
about new dimensions of the employee’s ability. If an employee does not rotate, the employer
learns the same dimensions of ability about its employees. For this reason, employees with
less tenure are more likely to rotate, because the firm will be more interested in learning
about them. This implies that job rotation should be adopted with a higher probability in
firms where average employee tenure is lower. Finally, if the firm is relatively young or is
introducing innovations, the information that it has about the profitability of different jobs is
not very precise, and we should expect it to use more job rotation.
2.3.3 EMPLOYEE MOTIVATION
The employee motivation argument is that job rotation contributes to make work more
interesting. This argument was sometimes mentioned in the literature on “plateauted”
employees that developed in the late 1970s. Plateaued employees are those with little
prospects of promotion. According to Ference et al. (1977), job rotation is a potential solution
to these employees lack of motivation. More recently, Cosgel et al. (1999) have pointed out
increased motivation and satisfaction as one of the benefits of rotation. In their model,
employees prefer to perform a variety of tasks rather than specializing in a single task and, as
a consequence, job rotation increases job satisfaction. If the employee motivation theory is
correct, we expect job rotation to be adopted by firms where employees have worse prospects
of promotion.
The employee motivation theory states, job rotation “motivates employees who would
otherwise become bored and tired of always performing the same task” (Eriksson and Ortega,
2004 p.2). The employee motivation argument is that job rotation helps make work more
interesting. This argument was mentioned in the late 1970s literature on the so-called
“plateaued” employees with limited promotion prospects (Ference, et al 1977) and it was also
analyzed by (Cosgel,1999).
12
Finally, we should note that the literature highlights some human resource practices such as
work teams, quality circles, total quality management, and performance pay as
complementary to job rotation. These practices should therefore affect the decision to adopt
job rotation (Osterman et al 1998).
Employee motivation
- Intrinsic motivation
- Extrinsic motivation
Job rotation
- Within-function rotation
- Cross-functional rotation
- Job rotation(JR) Planning
- Communicate the JR plan
- Job Rotation practices
- Providing Support
(all rounded)
Job involvement
-Psychological
-Emotional
Conceptual frame work ( Source: Aktar, Sachu and Ali, 2012)
2.4 THE PROCESS OF JOB ROTATION PRACTICES
Here under the process of job rotation application, the discussion is directed to the practices
involved in the operation of job rotation process. Job rotation process mainly includes the
following four phases:
Job rotation practices Plan – includes selection of the job, time in each job and number of
employees to be rotated at a time.
Job rotation plan communication – informs the purpose of the program and link between plan
and action.
Provide Support – assume responsibly, follow progress and cooperate with others.
Evaluation of the Job Rotation Practices - completes and evaluates the program, cost of job
rotation and productivity during the rotation program.
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2.5 JOB ROTATION AND MOTIVATION
Rotation can be defined as working at different tasks or in different positions for set periods
of time. Jorgensen et al., 2005, as cited in Wageeh (2014) in a planned way using lateral
transfers aiming to allow employees to gain a range of knowledge, skills and competencies
and is also seen as an on-the-job training technique (Gomez,2004) as cited in (Wageeh,2014)
and as such is known to have an effect on employee motivation. The job rotation has come to
be accepted as an effective method of developing skills and providing motivation. Although
employees moving from one task to another for set periods are based on a simple logic, the
value to the employees is considerably high. Job rotation, especially there are many benefits
for increasing motivation and productivity decreasing monotony, creating training
opportunities, laying the foundations for senior management positions, supporting career
development, easing adaptation to change and decreasing stress (Jorgensen et al., 2005 as
cited in Wageeh 2014)..
2.6 JOB ROTATION AND JOB INVOLVEMENT
Job involvement is also considered as an important employees’ job related behavior and has
been defined as an employee’s psychological identification or commitment to the job
(Kanungo, 1982, as cited by Mohsan, et al., 2012). It is the degree to which one is
psychologically engaged in, preoccupied with and concerned with one’s current job (Paullay
et al., 1994, as cited by Mohsan, et al., 2012). The construct of job involvement is somewhat
similar to employee commitment in that both the concepts are concerned with employees’
identification with job related experiences. However such constructs differ in that job
involvement is more closely related with identification with employees’ immediate job
related activities whereas employee commitment refers to employees’ psychological
attachment to their employers (Brown, 1996, as cited by Mohsan, et al., 2012). It may be
possible for example to be involved in a particular job but not be loyal and committed to their
employers or vice versa (Blau & Boal, 1987, as cited by Mohsan, et al., 2012). Employees
with high levels of job involvement make the job a central part of their personal character and
focus most of their attention on their jobs (Hackett et al., 2001, as cited by Mohsan, et al.,
(2012). Cooper et al., 1989, as cited by Mohsan, et al., (2012) found a positive relationship
between job training programs and employee’s job involvement. He argued that if there are
14
some recognitions and financial benefits for the high performers at the training programs, the
feelings of reciprocity emerges in the high performing employees as well as in other ones
which motivate them to extend themselves in many ways such as adapting new skills,
knowledge and competencies which ultimately leads to improved organizational
performance.
2.7 ALTERNATIVE TRAINING AND DEVELOPMENT METHODS
People for the organizations are a crucial resource and an essential part of the role of the
manager is to develop individual members of staff as well as the team as a whole. An
organization should be train and develop its employee. Training is a short-term systematic
process, which improves and develops the knowledge, skills and attitudes of employees to
meet the current and the future needs of the business. However, development is a longer-term
process, which enables individuals and organizations, through time, to reach their full
potential. In general, training can increase the commitment, confidence and motivation of
staff, which can be directly linked to the success of the organization not only in its ability to
change, but also in increasing its competitiveness in the marketplace. However, it is
important to stress that training for training’s sake will not bring about these benefits. It needs
to be part of the overall culture of the organization and be relevant to the needs and objectives
of the business.
Training is an investment in people and, as with any investment, there are costs attached to it.
So it is important to gain the maximum benefit, and to ensure that it does not become a
wasteful expense, by taking a planned and systematic approach to managing the training. As
human resource the following are alternative training and development methods. These are
formal education, Short term training, Seminars or workshops, Couching, Special tasks,
Formal and informal learning.
15
CHAPTER THREE
METHODOLOGY
3.1 Description of Study Area
The history of the Commercial Bank of Ethiopia (CBE) dates back to the establishment of the
State Bank of Ethiopia in 1942. It has more than 1140 branches stretched across the country
and the leading African bank with assets of 384.6 billion Birr as on June 30th 2016. It plays a
catalytic role in the economic progress & development of the country. Currently CBE has
more than 13.3 million account holders. The bank’s number of Mobile and Internet Banking
users also reached more than 1,352,000 as of September 30th 2016 and ATM card holders
reached more than 3 million. CBE combines a wide capital base with more than 29,000
talented and committed employees. CBE has reliable and long-standing relationships with
many internationally acclaimed banks throughout the world (CBE-IS System Development
and Customization, 2012).
3.2 Research Approach
The researcher used quantitative approach to answer the research questions. This is based on
the assumption that quantitative method was enough to address the research problem. A
quantitative research enables the researcher to collect objective and numerical data to apply
statistical tools and used to establish relationships of the variables used in this study.
3.3 Research Design
Research design is the blueprint for fulfilling research objectives and answering research
questions. The study is going to be a descriptive study which sought to identify the effect of
job rotation on employee motivation and job involvement since the data collected is
described as it exists.
3.4 Population and sampling
Research generality is highly affected by sample size. Hence determining the number of
representative sample size is a pivotal concern of every researcher to a given population.
This study will use simple random sampling technique to select branches and employees
16
under the four districts. There are four Districts in Addis which have 400 branches with total
9,577 employees from this there are 160 grade 3 and grade 4 branches found in ten sub city
which have 1,168 target employee.
Because simple random sampling is free from subjectivity and free from personal error this
study will use systematic random sampling technique to select 298[=1168/1+1168 (0.05)2]
employees from ten Grade 3 and Grade 4 branches under city branch.
In order to determine the sample size of the population the study will use Yamane’s (1967)
formula with 95% confidence and 5% acceptable sampling error. Based on the following
formula 298 Clerical employees is going to be taken as a sample.
Where, n= is the required sample size

N= is the population size
e= the acceptable sampling error (Yamane Taro, 1967 )
After the ten branches randomly selected the number of employee from a branch selected by
using formula
Sample Size (n) = No of employees in given branch x 298
Selected No of employee Total No of employees selected in branches
In a branch)
3.5 Data source and Types

The study used of both primary and secondary data. This enables the researcher to gather
quantitative data. Primary data collects through questionnaire from clerical CBE employees
who have work experience at least two years. The randomly select individual respondents
that are Seiner Customer Service Officer, front maker and checkers, Controllers and support
know your customer (KYC) officers, Supportive cash officer. The secondary data was
collected from various books, documents, Journals, Articles and internet sources related to
job rotation.
17
Table 1. Sample Size of Selected Branches
So no Branch Grade No of employee Sample size
1 Abakoran 4 65 36
2 Addis Ketema 4 70 38
3 Andinet 4 56 31
4 Anwar Mesgid 4 45 25
5 Arada Ghiorgis 4 68 38
6 Arat Kilo 4 75 42
7 Girar 3 34 19
8 Kolfe 3 42 23
9 AyerTena 3 38 21
10 Paulos 3 46 25
Total 539 298
3.6 Data collection procedures
The main means of collecting primary data will be questionnaires which were administered to
the various respondents. The questionnaires are structured open ended questions. The
information gathered included information about CBE and how the Organization adopts job
rotation programmers’ to improve employee’s motivation and job involvement.
The questionnaires would be distributed to the participants and collected with the
collaboration of branch managers of the participating branches in order to increase the
response rate.
3.7 Reliability and Validity of the Research

The data was tested for its reliability using Cronbach’s alpha. The data have high internal
consistency (Cronbach’s Alpha=0.994). The questionnaires were taken from various journal
articles and for its validity the researcher conducted a pilot test on two of CBE’s branch by
distributing 40 questionnaires. Based on the pilot test, improvements were made by
consulting my advisor and then after all it was found to be valid and reliable.
18
Table 2: Reliability Statistics
No. Variables Cronbach's Alpha No of Items
1 Job rotation Practices .987 23
2 Employee Motivation .958 9

Employee Job involvement
3 .976 10
4 Alternative training & devt. .959 8
5 Grand .994 50
3.8 Ethical Consideration
This study will use proper citation of the copy right holders. Any confidential information of
the bank or the employees will not be disclosed since the main intention is to gather data for
research purpose. This study will be conducted on the consent of the bank and with the
arrangement of Addis Ababa University, School of Commerce with authorized legal letter to
the researcher.
3.9 Data Analysis
The data collects from the respondents would be quantitatively describe and analyze using
the latest software called SPSS (Statistical Package for Social Science) in order to discover
inherent facts to explore new facts and is simple and easily understood by users of the study.
These data will be organized with the help of the software into figures and tables to present
and discuss the results of the study.
19
CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND INTERPRETATION
4.1 INTRODUCTION
The main purpose of the study was to assess the effect of job rotation practices in CBE, to
measure the effectiveness of job rotation practices on employee motivation and job
involvement and to point out the alternative training and development methods improve
effectiveness of job rotation practices in CBE and improve employee motivation,
commitment and job involvement. In order to meet the purpose, this chapter discussed
general information of the respondent, descriptive statistics allowed the study to Organize
and summarize the data collected, and correlation and regression analysis were applied. Thus,
to assess the general approach of job rotation practices in CBE and its effectiveness improve
motivation and job rotation; structured questioners were designed for employees to give their
feedbacks. 298 questionnaires were distributed at 10 branches of CBE in AA city area.
This chapter discusses the results survey which is the analysis of data obtained from data 298
respondents.
General Demographic Information
Table 3: Descriptive Statistics
Frequency Percent
Male 188 63
Gender
Female 110 37
Total 298 100
Frequency Percent
Below 25 54 21.8
26-35 150 52.2
Age 36-45 47 16.5
Above 45 23 8.4
Total 298 100.0
Diploma 29 9.7
Education Degree 181 60.7
MA/MSC 88 29.6
Total 298 100.0
Frequency Percent
Branch manager 8 2.7
CSM 45 15.1
Current
SCSO 87 29.2
position
CSO 158 53.0
Total 298 100.0
1-5 84 28.2
6-10 116 38.9
Work
11-15 66 22.1
Experience
Above
32 10.8
15
Total 298 100.0
Single 158 53.0

Married 113 38.0
Marital
18 6.0
Status Divorced
9 3.0
Widowed
Total 298 100.0
(Source: Researcher’s Survey)
As we can see from the above table male and female in CBE constitutes about 63% and 37%
respectively which shows more number of the respondents are male. According to the above
table , age category of the respondent shows highly dominated by youngsters between ages
26-35 which accounts more than half of the respondents (52.2%) followed by 21.8% of the
respondents are below age 25, while age group of 36-45 and above 45 constitutes 16.5% and
8.4% respectively. This indicates that most of the employees are young and highly implies
CBE’s employment trend focuses on new and young employees. So this young employee of
CBE are not motivated with working similar jobs in a long time.
Regarding to the employee education qualification, the above table, clearly indicated that
majority of the work forces (60.7%) acquired their first degree and Master degree holders
constitute 29.6% of the respondent while the rest 9.7% of the respondents are Diploma
holders. This shows that majority of the employees are degree holders because the company
adopted a recruitment policy of young fresh graduate and a minimum of bachelor degree is
required to join the workforce of CBE.
21
The management staffs accounts 17.8 % and professional employees’ represented by
82.2%.The customer service manager(CSM),Seiner customer officer(SCSO) and customer
service officer(CSO) accounts 15.1%,29.2% and 53%.This show more of the respondents are
customer service officers.
4.2 General Approach of job rotation plan
Job rotation practices in CBE were examined based on the job rotation process (Plan the
program, Communicate the plan, Provide support and evaluate). Moreover, its effectiveness
to improve employees’ motivation and job involvement was also examined.
4.2.1 JOB ROTATION PLAN
One of the methods to assess the job rotation practices in CBE under this study examined the
planning stage of the process. There were five question (question 1to 5) presented to evaluate
this planning phase of job rotation practices.
Table 4 Job rotation plan (Source: Researcher’s Survey)
Question Strongly Disagree Indifferent Agree Strongly Mean St.dev.
Disagree Agree
1. Employees were NO 29 65 61 31 111 3.44 1.421
informed before
implementing what
% 9.7 21.8 20.5 10.7 37.2
they will learn in the
specific job rotation
practice.
2. Staffs believe, NO 10 30 54 65 139 3.98 1.165
job rotation must be
part of every % 3.4 10.1 18.1 21.8 46.6
employees Job.
3. Job rotation must NO 15 40 55 86 102 3.75 1.205
be provided on
regular basis by % 5 13.4 18.5 28.9 34.2
CBE.
4. CBE sets a fixed NO 15 35 52 105 91 3.74 1.159
length of time for
job rotation % 5 11.7 17.4 35.2 30.5
practice.
5. CBE considers NO 25 30 40 97 106 3.77 1.265
the job rotation
approaches are % 8.4 10.1 13.4 32.6 35.6
important for the
employees.
Overall 3.74 1.243
Regarding the first question, the response showed that 37.2 % and 10.7 % strongly agreed
and agreed respectively, 20.5% were indifferent and the other 21.8% were disagreed while
9.7% strongly disagreed. From this analysis, most of the employees had aware of job rotation
begin practices, i.e... Employees were informed about what they will learn in the specific Job
rotation practice. The mean value of planning process is 3.44, which has moderate value with
standard deviation of 1.421. Regarding the second question staffs/collogues believes, job
rotation must be part of every employees job. The response showed that 46.6% and 21.8%
strongly agreed and agreed respectively, 18.1% were indifferent and the other 10.1%
disagreed. From this statement the study indicates that 68.4% of employee agreed and
strongly agreed job rotation its part of every employees job. The mean value of CBE job
rotation must be part of their jobs was 3.98, which has strong standard deviation of 1.165.
Regarding third question, job rotation must be provided on regular basis by CBE, the
response showed that 34.2% and 28.9% strongly agreed and agreed respectively, 18.5% were
indifferent and the other 13.4% disagreed and 5% strongly disagreed. From this statement we
can say that 63.1% of employee agreed and strongly agreed with job rotation provided in
CBE on regular basis. 18.5% were indifferent, they were neutral, 18.4% disagreed and
strongly disagreed, thus, we can say job rotation is provided in CBE on regular basis. Job
rotation was provided on regular base in CBE with a mean value of 3.75, which has relatively
satisfactory value with standard deviation of 1.205. Regarding the fourth question, whether
CBE sets a fixed length of time for job rotation practice, about 30.5% and 35.2% strongly
agreed and agreed respectively, 17.4% were indifferent and the other 11.7% disagreed and
5% strongly disagreed. From this statement the study indicates that 65.7% of employee
agreed and strongly agreed with CBE sets a fixed length of time for job rotation practices.
17.4% were indifferent, 15.7% disagreed and strongly disagreed. From this, we can say that
CBE moderately sets a fixed length of time for job rotation practices. CBE sets a fixed length
of time for job rotation practices with a mean vale of 3.74, which has relatively moderate
with standard deviation of 1.159.
4.2.2 JOB ROTATION COMMUNICATION PLAN

The other mechanism to assess job rotation practices was examining whether the plan was
properly communicated to the employees. In job rotation practices, it is good to allow the
rotating employees to be aware of the purpose and objectives of job rotation planning. In this
phase, the respondent employees were asked question regarding to their awareness about the
23
plan and the progress of job rotation, the purpose of job rotation, CBE’s expectation and the
ease of communication with others. There were three question (question 6 to 8) presented to
evaluate the communication phase of job rotation. The first question was concerning about
whether employees have necessary information about the purpose of job rotation and
expectation of CBE.
Table 5 Job Rotation Plan Communication
Questions Strongly Disagree Indifferent Agree Strongly Mean Std dev.
Disagree Agree
6. Employees have
necessary
information about NO 20 38 46 95 99 3.71 1.236
the purpose of job % 6.7 12.8 15.4 31.9 33.2
rotation and
expectation of
CBE.
7. Job rotation is
used by CBE NO 25 56 51 106 60 3.4 1.236
effectively known. % 8.4 18.8 17.1 35.6 20.1
8. Communication
with colleagues and
supervisors from NO 10 45 60 118 65 3.61 61.086
different jobs % 3.4 15.1 20.1 39.6 21.8
during job rotation
is satisfactory.
Communication provides the link between plans and action. Employees must know the
expectation of their organization. In the first question, the respondents were asked whether
the bank informs the job rotation plan and its progress to employees and employees have
necessary information about the purpose of job rotation and expectation of CBE. 33.2%
strongly agreed and 31.9% agreed, 15.4% were indifferent, 12.8% disagreed and 6.7%
strongly disagreed with the idea of communicating the plan to employees. From this we can
conclude that 65.1% of the respondents agreed and employees have necessary information
about the purpose of job rotation and expectation of CBE. Employees have high necessary
information about the purpose of job rotation and expectation of CBE with the mean value of
3.72, which is moderate value with standard deviation of 1.236.
Regarding the second question that, job rotation is used by CBE effectively known, the
24
respondents were asked whether the bank is used job rotation practices effectively known.
20.1% strongly agreed and 20.1% agreed, 17.1 were indifferent, 18.8% disagreed and 8.4%
strongly disagreed with the idea that job rotation is used by CBE effectively known. From
this we can conclude that 55.7% of the respondents agreed and 23.2% of the respondents
disagreed. Thus job rotation is used by CBE less moderately known. The mean value of
employees job rotation is used by CBE effectively known is 3.4, which has satisfactory value
with standard deviation of 1.236. In the third question, the respondents were asked whether
communication with colleagues and supervisors from different jobs during job rotation was
satisfactory. The majority of the respondent which comprised 61.4% strongly agreed and
agreed with regard to the satisfaction of communication with colleagues and supervisors from
different jobs of a given branch during job rotation. Moreover 20.1% respondents were
indifferent and the respondents had neither agreed nor disagreed. However, 18.5% of the
respondent strongly disagreed and disagreed concerning the question in expressing their ideas
in communication among employees and supervisors in different level of branch. From this,
we can understand that most of the employees were satisfied with relations and
communication with their colleagues. Thus, communication with colleagues and supervisors
from different jobs during job rotation was satisfactory with a mean vale of 3.61, which has
standard deviation of 1.086. In general the response revealed that the purpose of job rotation
was communicated in a better way than communicating the rotation plan and its progress as a
whole.
4.2.3 PROVIDING SUPPORT DURING JOB ROTATION PRACTICES

The other means of evaluating the job rotation practices was assessing the support provided
for employees in job rotation practices. In this regard, respondents were asked to evaluate the
support, encouragement, follow up and organization of the job rotation practices during
implementation.
There were four question (question 9 to 12) presented related to assessing the support
provided for employees in job rotation practices.
25
Table6. Providing Support during Job Rotation Practices
Questions Strongly Disagree Indifferent Agree Strongly mean Std
Disagree Agree dev.
9. There is support
when an employee No 10 32 43 118 95 3.86 1.086
assigned in their jobs % 3.4 10.7 14.4 39.6 31.9
for practice and
learning.
10. Trainers/coachers
have showed me how No 15 35 54 101 93 3.74 1.164
to do different tasks % 5 11.7 18.1 33.9 31.2
and gradually allow
me to do it on my
own.
11. Trainers/coachers
have support and No 20 33 53 100 92 3.71 1.205
encourage me % 6.7 11.1 17.8 33.6 30.9
throughout the job
rotation practice.
12. In the work place, No 10 62 70 95 61 3.45 1.131

trainer and % 3.4 20.8 23.5 31.9 20.5
supervisors have a
follow up
mechanisms/system
for employees
assigned in a job
rotationally.
The first question was concerning about whether colleagues in different jobs of CBE have
supported employees when they were assigned in their jobs for practice and learning. The
response showed that 71.5% strongly agreed and agreed with this idea. 14.4% were
indifferent; while, only 14.1% of the respondent strongly disagreed and disagreed with the
support provided by colleagues from different jobs during job rotation. From this it is
possible to say, the majority of the employees get necessary support from colleagues during
rotation practices. The mean values of colleagues in different areas of jobs support employees
during job rotation practices is 3.86, with the standard deviation of 1.086. The next question
was about whether in the work place trainers/coachers have showed the rotated employee
26
how to do different tasks and gradually allowed him/her to do it on his or her own. The
response rate showed that 33.6% of the respondents agreed and 31.2% strongly agreed that
the guidance was provided by the trainers in the work place. 18.1% were indifferent. Only
11.7% disagreed and 5% strongly disagreed with the guidance provided by work place trainer
during job rotation. From this we can understand that work place trainers provided adequate
guidance and assistance for rotating employees during job rotation practices. In the work
place trainers/coachers have showed the rotated employee how to do different tasks and
gradually allow him/her to do it on his or her own with the mean value of 3.74, with standard
deviation of 1.164. The third question related to whether trainers/coachers have supported
and encouraged employees throughout the job rotation practice. 33.6% agreed and 30.9%
strongly agreed with the support and encouragement by work place trainers throughout the
job rotation practices. 17.8% were indifferent and they had neutral attitude to support and
encouragement by work place trainers, whereas 11.1% disagreed and 6.7% strongly
disagreed. This showed that most of the respondents were satisfied with the support and
encouragement by their work place trainers/coaches in order to learn the new job position
which they were assigned in the job rotation practices. The mean values of the work place
whether trainers/coachers have support and encourage employee throughout the job rotation
practice is 3.71, and standard deviation of 1.205. The fourth question of this phase of job
rotation practices was about whether work place trainers and supervisors have assessed
employees’ competence through observation of tasks performed and had follow up
mechanisms/system for employees assigned in a job rotationally. 31.9% of the respondents
agreed and 20.5% strongly agreed for trainers’ and supervisors’ assessment about employee
competence. 23.5% were indifferent and 20.8% disagreed and 3.4 % strongly disagreed, with
the provision of assessment by trainers and supervisors during job rotation practices. From
this we can say that the employees slightly agreed with the provision of competence
assessment through observation of task performed during job rotation practices. The mean
values of the work place trainers and supervisors have assessed employees’ competence
through observation of tasks performed and made a follow up mechanisms/system for
employees assigned in a job rotationally is 3.45, which has moderate value with standard
deviation of 1.131.The job rotation should be followed by continuous follow up with the
supervise.
27
4.2.4 JOB ROTATION PRACTICES EVALUATION
Evaluation is critical stages of job rotation practices. Up on checking the effectiveness of job
rotation, the plan must be reviewed during and after its completion by the trainers, the
supervisors and by the trainees themselves. Respondents were in particular asked to examine
the success of job rotation practices. For this stage, eight questions (13 to 20) were presented
for respondents.
Table 7 Job Rotation Practice Evaluation (Source: Researcher’s Survey)
Disagree Agree dev
13. Reading materials, like
procedures, guidelines,
memos and manuals, are NO 15 34 49 102 98 3.79 1.167
available in the work place % 5 11.4 16.4 34.2 32.9
for knowing and
practicing specific jobs
during rotation.
14. Staffs are satisfied and
confident with the job
rotation system offered by NO 15 30 51 103 99 3.81 1.152
the CBE enabled me to % 5 10.1 17.1 34.6 33.2
perform all aspects of the
job effectively.
15. CBE has uniform NO 35 63 79 69 52 3.12 1.269
system of getting feedback % 11.7 21.1 26.5 23.2 17.4
for improvement during
job rotation practice.
16. The job rotation NO 22 37 53 81 105 3.7 1.269
approach (mechanism) is % 7.4 12.4 17.8 27.2 35.2
helpful in staff Personal
development.
17. The job rotation NO 15 25 58 83 117 3.88 1.169
system is helpful for staff % 5 4 19.5 27.9 39.3
Professional development.
18. CBE competence level NO 20 40 59 94 85 3.62 1.218
was assessed through CBE
% 6.7 13.4 19.8 31.5 28.5
performance measurement
system during job rotation
practices.
19. In general, CBE job NO 20 43 54 98 83 3.61 1.221
rotation system extremely % 6.7 14.4 18.1 32.9 27.9
useful to my career
development.
20. Staffs are more NO 10 29 59 111 89 3.81 1.074
accurate and being more % 3.4 9.7 19.8 37.2 29.9
competent for assigned
jobs after completion of
job rotation.
Respondents were asked whether instrumental materials (procedures, guidelines, memos and
manuals) available in the work place to facilitate the job rotation practices in the first
question. The response reveled that about 34.2% of the respondents agreed and 32.9%
strongly agreed that reading materials, like procedures, guidelines, memos and manuals, were
available in the work place for knowing and practicing specific jobs during rotation. In
addition, 16.4% of them gave indifferent value to this viewpoint. While, 11.4% of the
respondents disagreed and 5% strongly disagreed. From this, we can understand that there
was good facility of instrumental materials in the work place. The mean values that reading
materials, like procedures, guidelines, memos and manuals, are available in the work place
for knowing and practicing specific jobs during rotation is 3.79, which has moderate value
Respondent were also asked whether they feel confident since job rotation practices enabled
them to competently perform all aspects of the job. About 34.6% of the respondents agreed
and 33.2% strongly agreed as they feel confident that job rotation practices enabled them to
competently perform all aspects of their job. On the other hand, 17.1% of the respondents
were indifferent. 10.1% of them disagreed and 5% strongly disagreed as they were
not satisfied and confident that the job rotation system offered by the CBE enabled them to
perform all aspects of the job effectively. This response revealed that more than 67.8%
employees agreed so; job rotation practices enabled them to be competent. The mean values
that employees are satisfied and confident with the job rotation system offered by the CBE
enabled them to perform all aspects of the job effectively is 3.81, which has moderate value
Regarding the presence of uniform system of getting feedback for improvement during job
rotation practices, about 23.2% they agreed and 17.4% strongly agreed with the presence of
uniform feedback. 26.5% of the respondents were indifferent and the rest 21.1% of them
disagreed and 11.7% strongly disagreed. From this, we can say that, 32.8% of the employees
believed that there was no uniform feedback system for improving the job rotation practices.
The mean values that the presence of uniform system of getting feedback for improvement
during job rotation practices is 3.13, with standard deviation of 1.264.
Regarding whether the job rotation approach is helpful in staff personal development, about
27.2% of them agreed and 35.2% strongly agreed that job rotation approach is helpful in staff
29
personal development. 17.8% of the respondents were indifferent and the rest 12.4% of them
replied that they disagreed and 7.4% strongly disagreed. From this, we can say that, 62.4% of
the employees believed that job rotation approaches are helpful in staff personal
development. The mean value that job rotation approach is helpful in staff personal
development is 3.7, which has relatively strong value with standard deviation of 1.269.This
means most employee agree with the use of job rotation for their themselves.
4.2.5 EFFECTIVENESS OF JOB ROTATION PRACTICES
The other mechanism to assess effectiveness of job rotation practices was examining based
on proper planning; the plan was properly communicated to the employees, providing support
and evaluation. In addition to this, the assessment of effectiveness of job rotation practices
examining whether or not improve employee motivation and job involvement. In measuring
effectiveness of general approach of job rotation practices, it is good to enable the rotating
employees motivated and job involvement. In this case, the respondent employees were asked
question regarding the effectiveness of job rotation practices during the progress of job
rotation. The purpose of measuring effectiveness of job rotation practices is to understand the
contribution for improvement of motivation, and job involvement. There were three question
(question 21 to 23) presented to evaluate effectiveness of general approach of job rotation
practices.
Table 8 Effectiveness of Job rotation practices

Disagree Agree dev.
21. Effective job rotation approach NO 15 20 47 85 131 4.0 1.150
improves staff motivation and % 5 7 15.8 28.5 44
involvement in CBE.
22. CBE strongly motivates and NO 15 25 55 100 103 3.84 1.139
involves by acquiring knowledge, % 5 8.4 18.5 33.6 34.6
develop skills and adopt good attitude
during job rotation.
23. CBE makes staffs responsible for NO 20 30 67 85 96 3.69 1.211
my mistakes rather than blaming others % 6.7 10.1 22.5 28.5 32.2
during job rotation.
30
The first question was concerning about whether CBE has effective job rotation approaches
to improve employee motivation and involvement. The response showed that 44% and 28.5%
strongly agreed and agreed respectively, 15.8% were indifferent and the other 6.7% disagreed
and 5% strongly disagreed. From this analysis, 72.5% of the employees were believed that
CBE had highly effective job rotation approaches to improve employee motivation and
involvement. The mean value of CBE had effective job rotation approaches to improve
employee motivation and involvement is 4.0, which has strong value, with standard deviation
of 1.150.
Regarding with the second question CBE has strongly motivate, lead to commitment and
involvement their employee by acquiring knowledge, developing skill and adopt good
attitude during job rotation. The response showed that 34.6% and 33.6% strongly agreed
and agreed respectively, 18.5% were indifferent and the other 8.4% are disagreed and 5%
strongly disagreed. From this statement we can say that 68.2% of the respondent employee
agreed and strongly agreed that CBE had strongly motivated, and involved employee by
acquiring knowledge, developing skill and adopt good attitude during job rotation. The mean
value of CBE had strongly motivated, committed and involved by acquiring knowledge,
developing skill and adopt good attitude during job rotation is 3.84, which is moderately high
Regarding the last question, CBE has responsible for their employee mistakes rather than
blaming others during job rotation, the response showed that 32.2% and 28.5% strongly
agreed and agreed respectively, 22.5% were indifferent and the other 10.1% are disagreed
and 6.7% strongly disagreed. From this statement we can understand that 60.7% of the
respondent employees agreed and strongly agreed that CBE had responsible for their
employee mistakes rather than blaming others during job rotation. 22.5% are indifferent,
6.7% disagreed and strongly disagreed. The mean value of CBE had moderately responsible
for their employee mistakes rather than blaming others during job rotation is 3.69, which is
relatively moderate high value with standard deviation of 1.211. In general, the assessment of
effectiveness of job rotation practices examines whether improve employee motivation and
job involvement in CBE. From this we can see that the highest mean value was 4.0 for the
question that CBE has effective job rotation approaches to improve employee motivation and
31
involvement with standard deviation value of 1.211. Whereas, the lowest mean value are
3.69 for question that CBE has responsible for their employee mistakes rather than blaming
others during job rotation with standard deviation of 1.211.
Table 9 Summary Job Rotation Practice Process
Job rotation Process Mean Standard
deviation
Planning 3.44 1.421
Communication 3.98 1.165
Provide Support 3.74 1.205
Evaluation 3.74 1.159
Effectiveness of job rotation 3.77 1.265
Practice
Overall 3.83 1.191
The general approach of job rotation practices in CBE has a moderate mean value of 3.83
with standard deviation of 1.191. This indicates that, the general approaches of job rotation
practices in the sampled branches in this study were above average. The overall approach of
job rotation practices were above satisfactory, though it some improvements. The
communication phase of the practices had mean values of 3.98 and above the overall mean of
job rotation practice process.
4.3 EMPLOYEE MOTIVATION
Job rotation is a planed and systematic effort by which management of the organization aim
altering behavior, and encouraging employees in a direction that will achieve organizational
goals. One of the key known benefits of job rotation training is the motivational factor that
provides to those who participate in. According to different scholars in the area of training
and management, as mentioned in the literature review of this study, employees who
participate in the rotation program have increased confidence and motivation. Thus, on-the
job-training like job rotation can help to achieve high morale for employees and improved
performance to the organization. Job rotation is known to increase the availability and quality
of employees. This study, therefore, sought the opinion of respondents whether they feel
motivated with the job rotation. In connection to this, the respondents were requested to
answer 9 motivational questions in order to evaluate their improvement of motivation as a
result of job rotation practices in the bank.
32
Table 10 Employee Motivation (Source: Researcher’s Survey)
Questions Strongly Disagree Indiffer Agree Strongly mean Std
Disagree ent Agree dev.
1. I enjoy competition and striving to No 5 37 53 91 112 3.9 1.093
motivate for myself and my work group. % 1.7 12.4 17.8 30.5 37.6
2. Job rotation generally motivates me. No 15 38 65 88 92 3.68 1.181
% 5 12.8 21.8 29.5 30.9
3. I like being active, self-confident, and No 10 37 39 112 100 3.86 1.117
protecting the members of the work group. % 3.4 12.4 13.1 37.6 33.6
4. I enjoy the idea of standing out from the No 16 42 46 108 8.6 3.69 1.183
group, behaving in a unique manner, and % 5.4 14.1 15.4 36.2 28.9
being highly visible.
5. I am willing to perform routine, day-to- No 7 34 63 103 91 3.8 1.071
day tasks and duties as a result of job % 2.3 11.4 21.1 34.6 30.5
rotation practice.
6. I enjoy my job because it is in rotation No 10 25 60 105 98 3.86 1.073
base. % 3.4 8.4 20.1 35.2 32.9
7. I am proud to working with CBE. No 20 33 49 88 115 3.81 1.238
% 6.7 11.1 16.4 29.5 38.6
8. CBE inspires me to do my best every No 20 34 49 88 107 3.77 1.238
day. % 6.7 11.4 16.4 29.5 35.9
9. I take pride in my work place. NO 10 27 53 105 103 3.89 1.086
% 3.4 9.1 17.8 35.2 34.6
Total 3.81 1.143
After analyzing the response of employees, the mean value and standard deviation were
calculated for each of the questions of motivation. From this we can see that the highest mean
value was 3.90 for the questions that employees enjoy competition and striving to motivate
on their work, with standard deviation 1.093, whereas the lowest mean value was 3.68 for the
questions that employees enjoy their job because it is in a rotation base with standard
deviation 1.073.This gave an understanding that it was the least determinant factor of
motivation. The average Mean value for all motivational questions was 3.81 with low
variability 1.143.From this we can understand that there was above moderate effect on
employees’ motivation as a result of effective job rotation practices in CBE.
4.4 EMPLOYEE JOB INVOLVEMENT

Job rotation is known to enhance the quality of employee to motivate and involve. This study
is essential to understand the opinion of respondents, whether they believe involved with the
33
job rotation practices. In correlation to this, the respondents were asked to answer 10
behavioral questions in order to evaluate their involvement as a result of job rotation practices
in the bank.
Table 11 EMPLOYEE JOB INVOLVEMENT

Questions Strongly Disagree Indiffere Agree Strongly mean Std
Disagree nt Agree dev.
1.Job rotation creates high job NO 15 32 49 99 103 3.82 1.168
involvement in my present job. % 5 10.7 16.4 33.2 34.6
2.To me, my job is a small part of my life NO 20 52 48 106 72 3.53 1.220
% 6.7 17.4 16.1 35.6 24.2
3. I am very much involved personally in NO 15 32 52 109 90 3.76 1.143
my job. % 2 10.7 17.4 36.6 30.2
4. There are clear rules and procedures NO 10 36 54 96 102 3.82 1.131
for every aspects of my job.
% 3.4 12.1 18.1 32.2 34.2
5. Most of my work interests are centered NO 10 34 55 92 107 3.85 1.132
around my job. % 3.4 11.4 18.5 30.9 35.9
6. I have very strong connection with my NO 15 37 64 86 96 3.71 1.186
present job which would be very difficult % 5 12.4 21.5 28.9 32.2
to break.
7. Most of my personal life goals are job NO 15 35 51 119 78 3.70 1.128
oriented/related. % 5 11.7 17.1 39.9 26.2
8. I consider my job to be central to my NO 17 48 60 99 74 3.55 1.189
existence.
% 5.7 16.1 20.1 33.2 24.8
9. I like to be engaged in my job most of NO 22 32 47 96 101 3.74 1.237
the time. % 7.4 10.7 15.8 32.2 33.9
10. I would recommend CBE to my NO 40 27 49 94 88 3.55 1.353
friends as a good place to work. % 13.4 9.1 16.4 31.5 29.5

Based on the analysis of the response of employees, the mean value and standard deviation
were measured for each question of job involvement. From this we can understand that the
highest mean value was 3.85 for the question most of employees are interested on their jobs,
with standard deviation 1.132, whereas the lowest mean value was 3.53 for question that
usually employees feel their job is a small part f their life. The mean value of all questions to
evaluate employee involvement is 3.703 which are moderately above average. Thus we can
conclude that there was highest effect on employees’ involvement as a result of effective job
rotation practices in CBE.
34
4.5 CORRELATION ANALYSIS
Moreover correlation analysis was performed to further clarify the relationship between job
rotation practices and employee motivation and involvement. For this the average of 23
question of general approach of job rotation practices were used as independent variable,
whereas the average 9, and 10 employee motivational and involvement questions respectively
were used as dependent variable.
Table 12 Summary Statistics of Dependent and Independent Variables
Variable Mean Standard Range Number of
Deviation Questions
Job rotation 3.69 0.616 0.862 23
Motivation 3.81 0.246 0.215 9
Job Involvement 3.70 0.118 0.315 10
The above summary provided the statistics of the dependent and independent variables
included in the study. Job rotation practice that is, the independent variable has a mean value
of 3.69 with standard deviation of 0.616 indicating that on the average respondents think that
there exist moderate level of job rotational activities in CBE but the standard deviation
indicates towards the difference of opinion of the respondents. With regard to employee
motivation, it had a mean value of 3.81 along with standard deviation of 0.246 indicating that
employees in the bank are above moderately motivated. The mean score of employee job
involvement is 3.70 with a standard deviation 0.188 thus indicating the employees are highly
involved in their jobs.
Table 13 Correlations Analysis
Pearson Correlation Job rotation Motivation Involvement
Mean score in Job rotation 1 0.759 0.779
Mean score in motivation 0.759 1 0.771
Mean scor in job involvement 0.779 0.771 1
Correlation is significant at the 0.01 level (2-tailed).

The above table provides the correlation matrix for the dependent variables that is; employee
motivation and job involvement with independent variable that is, job rotation practices. All
variables are significant at 1% level of significance. Thus, the study states that Job rotation
has a significant relationship with motivation and job involvement. All dependent variables
motivation and job Involvement have positive coefficients of correlation as expected with
35
values 0.759 and 0.779 respectively indicating that have a significant impact. These two
dependent variables have almost equal coefficient of correlation with job rotation practices.
Moreover, the interrelationship of all dependent variables used in this study is significant and
positive, implying that employee motivation and job involvement are positively associated
with each other. The relationship among these two dependent variables however, is strong as
indicated by their correlation coefficients. Employee job involvement yielded more than
moderate correlation coefficients of 0.771 and 0.779 for employee motivation and with job
rotation practices respectively. While a higher coefficient value of 0.779 was found for the
correlation of employee involvement and job rotation practice. It is impaling a strong
correlation. From this we can concluded that the general approach of job rotation practices in
CBE with positive effect on employee motivation and job involvement.
4.6 REGRESSION ANALYSIS
The researcher has made the following vital assumptions for regression analysis.
The relationship between dependent (job rotation practices) and independent (motivation and
job involvement) variables is linear. Based on the study findings the variables have positive
linear relationship.
Table14 Model fitness for Job rotation practices and motivations.
ANOVAa
Model Sum of Df Mean Square F Sig.
Squares
1 Regression 326.356 23 14.189 247.248 .000b
Residual 15.725 274 .057
Total 342.081 297
Coefficients
Un standardize Standardized
Mode coefficient Coefficients T Sig.
B St.dev.Error Beta
1 (constant) 0.180 0.064 2.815 .000
Mean score in general 14.189 0.057
approach of job rotation
The linear regression equation for motivation (M) and Job Rotation (JR)
M=constant + Coeff. (JR)
M=0.180 + 14.189 (JR) Regression analysis cannot be interpreted as a procedure for
establishing a cause-and effect relationship between variables. It can only indicate how or to
36
what extent variables are associated with each other. Any conclusions about cause and effect
must be based upon the judgment of those individuals most knowledgeable about the
application. The above ANOVA table shows the overall fitness of the model and F stat of
247.248 indicating that the model is good fit at 95% level of significance while the Sum of
Square and Mean Square of model regression is 326.356 and 15.725 respectively and the
Residual sum of Square is 15.725 with a Mean Square of 0.057 and a total Sum of Square of
model is 324.081.
Model summery
Model R R square Adjusted R square
1 0.977 0.954 0.95

The above model Summery shows the relationship between motivation and general approach
of job rotation practices. The value of R for the model between the motivation and general
approach of job rotation practices 0.977 and the value of R square for the model is 0.954.The
results depict that general approach of job rotation practices has 95.4% positive impact on the
motivation level of employees with regard to their job and this relationship is significant at 95
% level of significance. Finally value of adjusted R square is 0.95 that shows that out of total,
95.4% variation in the motivation is explained by the general approach of job rotation
practices.
Table 15 Model fitness for Job Rotation Practices and Job Involvement
ANOVA
Model Sum of Df Mean square F Sign
squares
1 Regression 413.581 23 17.982 120.065 0.000

Residual 41.036 274 0.150
Total 454.617 298
Coefficients
Unstandardized Standardized T Sig.
Coefficients Coefficients
------------------------------------ Beta
B Std. Error
(constant) -0.366 0.103 -3.541 0.000
Mean score 17.982 0.150

in General
approach of
job rotation
37
The extent to which the data values for the dependent and independent variables have
variances of 0.379, 0.061 and 0.014 for job rotation practice, employee motivation and
employee involvement respectively.
Job Involvement (JI) = Constant + Coeff. (JR)
JI=-0.366+17.982(JR) The above ANOVA table shows the overall fitness of the model and F
stat of 120.065 indicates that our model is good fit at 1% level of significance while the Sum
of Square and Mean Square of model regression is 413.581 and 17.988 respectively, the
Residual sum of Square is 41.036 with a Mean Square of 0.150 and a total Sum of Square of
model is 454.6147.
Model summery
Model R R Square Adj R Square
1 0.954 0.910 0.902
The Summery model shows the relationship between job involvement and general approach
of job rotation practices. The results depict that general approach of job rotation practices has
91% impact on the involvement level of employees with regard to their job and this
relationship is significant at 95% level of significance.
4.7 ALTERNATIVE TRAINING AND DEVELOPMENT METHODS

Based on the study to point out and mostly used training and development methods to
improve effectiveness of job rotation practices in CBE to improve employee motivation and
job involvement. The researcher produced questionnaires to collect data about the alternative
training and development methods to improve effectiveness of job rotation practices in CBE
and improve employee motivation and job involvement. For this study questionnaires are
vital to understand the opinion of respondents, whether they ranked always used an
alternative approach of training methods to improve effectiveness of job rotation practices in
CBE to improve employee motivation and job involvement. In connection to this, the
respondents were requested to rank 8 questions in order to evaluate an alternative approach of
training methods to improve effectiveness of job rotation practices in CBE.
38
Table 16 Alternative Training and Development Methods (Source: Researcher’s Survey)
Method Never Sometimes Mostly Often Always Mean Std.dev
Coaching NO 16 24 44 113 101 3.87 1.131
% 5.4 8.1 14.8 37.9 33.9
Special tasks NO 10 30 49 98 111 3.91 1.112
% 3.4 10.1 16.4 32.9 37.2
Lectures NO 15 37 53 89 104 3.77 1.196
% 5 12.4 17.8 29.9 34.9
Seminars /workshops NO 20 74 69 88 47 3.23 1.181
% 6.7 24.8 23.2 29.5 15.8
Case studies NO 20 68 66 106 38 3.25 1.142
% 6.7 22.8 22.1 35.6 12.8
Informal learning NO 20 46 58 104 70 3.53 1.198
% 6.7 15.4 19.5 34.9 23.5
Job Instruction NO 15 25 45 110 103 3.88 1.129
% 5 8.4 15.1 36.9 34.6
Formal Continuing NO 35 61 45 77 80 3.36 1.374
education % 11.7 20.5 15.1 25.8 26.8
The above table shows that, the mostly used types of training and development methods in
CBE used to improve effectiveness of job rotation practices and improve employee
motivation and job involvement. As a result of the study in which the respondents gave job
instruction method (written instructions are provided regarding procedures, manuals,
guidelines) the highest rank with mean value of 3.91 and standard deviation of 1.121. The
respondents were used special task always 37.2%, often 32.9%, mostly 16.4%, sometimes
10.1% and never 3.4%. The second most widely used method is job instruction having a
mean value and standard deviation of 3.88 and 1.129 respectively. The respondents were used
job instruction always 34.6%, often 36.9%, mostly 15.1%, sometimes 8.4% and never 5%.
The third level of methods chosen by respondents was coaching .It has mean value of 3.87
and standard deviation of 1.131. The respondents were used coaching methods always 33.9%,
often 37.9%, mostly 14.8%, sometimes 8.1% and never 5.4%. The fourth methods ranked by
the respondents were lecture to employee average rating of 3.77 and its standard deviation is
1.196. The respondents were used lectures always 34.9%, often 29.9%, mostly 17.8%,
sometimes 12.4% and never 5%. Finally seminars and case studies had got the lowest mean
values of 3.23 and 3.25 and with standard deviation of 1.181 and 1.142 respectively.
39
Table 15 Analysis of correlation coefficient of alternative training methods.
Pearson Correlation Sig. (2-tailed) N
Job
Instruc Staff
tion Formal
Case (Writt continui
studies en ng
Special Seminars (Written Informal instruc educatio
Coaching tasks Lectures /workshops material) learning tion) n
Coaching 1 .788** .755** .620** .747** .787 **
.826** .535**
.000 .000 .000 .000 .000 .000 .000
298 298 298 298 298 298 298 298
Special tasks .788** 1 .913** .795** .816** .808 **
.814** .644**
.000 .000 .000 .000 .000 .000 .000
298 298 298 298 298 298 298 298
Lectures .755** .913** 1 .809** .845** .882 **
.727** .642**
.000 .000 .000 .000 .000 .000 .000
298 298 298 298 298 298 298 298
Seminars .620** .795** .809** 1 .831** .775** .711** .732**
/workshop .000 .000 .000 .000 .000 .000 .000
298 298 298 298 298 298 298 298
Case studies .747** .816** .845** .831** 1 .868** .729** .677**
.000 .000 .000 .000 .000 .000 .000
298 298 298 298 298 298 298 298
Informal learning .787** .808** .882** .775** .868** 1 .751** .654**
.000 .000 .000 .000 .000 .000 .000
298 298 298 298 298 298 298 298
Job Instruction .826** .814** .727** .711** .729** .751** 1 .587**
.000 .000 .000 .000 .000 .000 .000
298 298 298 298 298 298 298 298
Staff Formal .535** .644** .642** .732** .677** .654** .587** 1
continuing .000 .000 .000 .000 .000 .000 .000
education 298 298 298 298 298 298 298 298
** Correlation is significant at the 0.01 level (2-tailed).

According to the above correlation table, the highest correlation between lecture and special
tasks in CBE(r=0.913) this shows there is a job rotation is practicing in CBE by giving
special task for the employee and employee also gain training by lecture method. The second
high correlation relationship between case study and Informal learning in CBE (r = 0.868).
This is because mostly the staff of CBE they get information and knowledge from the case of
problem faced from senior staff or by themselves and from their informal discussion between
40
staffs. There is small correlation between coaching and Staff Formal continuing
education(r=0.535) even if most of the staffs of CBE are continuing their different education
but the effect on their job rotation is not as such visible and even if there is informal
coaching between the senior staff this does not organized, continues.
Table 18 Correlation analysis of alternative tanning methods Vs JR
Alternative Training and Development Mean score in General approach
Methods
Coaching 3.87
Special tasks assignment 3.91
Lectures/Formal training 3.77
Seminars /workshops 3.23
Case studies 3.25
Informal learning 3.53
Job Instruction 3.88
Formal continuing education 3.36
**. Correlation is significant at the 0.01 level (2-tailed)
The above table provides the correlation matrix for the dependent variables that is; coaching,
special tasks assignment, lectures/formal training, seminars /workshops, case studies;
informal learning, job Instruction and formal continuing education with independent variable
that is, job rotation practices. All variables are significant at 1% level of significance. Thus,
the study states that Job rotation has a significant relationship with alternative training and
development methods. All dependent variables coaching, special tasks assignment,
lectures/formal training, seminars /workshops, case studies; informal learning, job Instruction
and formal continuing education have positive coefficients of correlation value with rotation
practices job and this indicating that have a significant impact on it. Among the alternative
training and development methods, Special tasks assignment has strong correlation with
job rotation practices whereas; job rotation practices with Seminars /workshops has less
correlation as compared to others.
41
CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSION ANDRECOMMENDATION
5.1 INRODUCTION
In this study, the study attempted to assess the general approach of job rotation practices, to
evaluate its effectiveness of job rotation practices to improve motivation and job involvement
and to point out the alternative training and development methods to improve effectiveness of
job rotation practices in CBE. The general approach of job rotation practices in CBE was
assessed based on the job rotation process (Planning, Communicating the plan, providing
support and evaluate the practices) and its effectiveness of job rotation to increase employee
motivation and job involvement. Secondly the study tried to measure the effectiveness of job
rotation practices on employee motivation and job involvement. Thirdly the study addressed
to point out an alternative training and development methods improve effectiveness of job
rotation practices in CBE and improve employee motivation and job involvement.
5.2 SUMMARY OF FINDINGS AND CONCLUSION
This study was conducted to highlight effectiveness of the general approach of job rotation
practices as an employee development method and to access its impact on the employee
motivation and job involvement. The study also provided findings which were critical for
improvement of the job rotation practices, to maintain better motivated employees, increase
level of employee job involvement. The study came up with the following findings based on
the research questions which were forwarded at the beginning of the study.
The first research question of this study aimed to determine job rotation practices
affect employee motivation and job involvement. In general the mean values of
motivation and job involvement were 3.81 and 3.703 respectively, both greater than
the total averages mean value of 3.36.On the other hand, the mean value of job
involvement was the least value. From this one can concluded that job rotation
practices in CBE had above high effect on employee’s motivation and job
involvement, this was a result of employee job rotation practices in selected
42
branches in AA response. The role of employee job rotation practices is important
to the improvement of employee motivation and job involvement. The research
findings were also supported since the greater majority of the respondents agreed
with the importance of effective job rotation practices in improving motivation and
job involvement.
The second research question was to assess the alternative training and development tools
improve the effectiveness of job rotation practices, in general mean value of alternative
training and development methods were 4.8 which is greater than that of the total average
mean value of 3.36 and most of the mean value of different alternative training and
development methods are greater than the total mean value.
More over According to the findings, the respondents chosen Special tasks(
Assigning tasks to employees to increase their knowledge base) and job instruction method
(written instructions are provided regarding procedures, manuals, and guidelines) at the
highest rank w
ith mean of 3.9 and standard deviation of 1.121 and mean of 3.88 and standard deviation of
1.129 which are higher than from the rest of alternative training and development methods.
The respondents were used Special tasks always 37.2%,often 32.9%,mostly
16.4%,sometimes 10.1%,never 3.4% and job instruction respondent answer always 34.6%,
often 36.9%, mostly 15.1%, sometimes 8.4% and never 5%. . From this one can conclude
that different alternative training and development method given by CBE especially special
tasks (Assigning tasks to employees to increase their knowledge base) and job Instruction
(written instruction) is Provided like procedures, manuals, guidelines improve the
effectiveness of job rotation practice in CBE and improve employee motivation and job
involvement.
The third question was on determinants in order to implement job rotation practice at CBE .
There are a lot of determinant that make difficult to implement a job rotation in CBE some of
them are the small number of staff in branch, attitude of managers towards job rotation, the
awareness of staff about job rotations, irregularity of practicing a job rotations, poor
communication about job rotations, poor follow up mechanisms, no continues feedback, there
are also problem related to alternative training and development methods.
43
5.3 RECOMMENDATIONS
Based on the findings of the study, the following recommendations were forwarded and they
were related to what the prerequisites of an effective job rotation practices would be. This
research is important in several ways:-
The general approaches of job rotation practices in CBE are above moderate level. CBE
should maintain and farther improve the existing job rotation practices for the future in order
to increase in customer service satisfaction. The job rotation practices should be properly
plan, communicated, provided support and evaluated the performance by responsible HR
manager continuously.
The general approaches of job rotation practices in CBE affect (R square) motivation and job
involvement, with confidence level of 95%. Thus, CBE should strictly use and improve job
rotation system. On the other hand Motivation and job involvement are affected by other
independent variables other than job rotation in which case CBE would need to consider
attach attractive benefits, create conducive working environment, increase socialization and
leisure time.
At a bank level job rotation practices procedure or guideline needs to be in place to provide a
common understanding for both employees and supervisors as to how and why job rotation is
planned, practiced, implemented and evaluated in CBE.
Employees should be assigned to job positions with full and significant responsibility and
arrange sufficient time to learn specific work of the assigned job position.
The alternative training and development methods include coaching, special tasks
assignment, lectures/formal training, seminars /workshops, case studies, informal learning,
job instruction and formal continuing education. Then CBE should be work aggressively on
an alternative training and development methods to improve effectiveness of job rotation
practices and employee motivation and job involvement.
Proactively manage job rotation as a component of your training and career development
system.
44
Have a clear understanding of exactly which skills will be enhanced by placing an employee
into the job-rotation process. Address skills that aren’t enhanced by job rotation through
specific training programs and management coaching.
Use job rotation with later-career and plateaued employees, as well as with early-career
employees. Some organizations may have the tendency to rotate employees too fast in early-
career stages and too slow in later-career stages. Job rotation can be a good way to reduce the
effects of the plateauing process by adding stimulation to employees’ work.
Both job-related and development-related objectives should be defined jointly by the

employee and the manager when the employee assumes a new position. The rate of rotation
should be managed according to the time required to accomplish the goals of the job and the
time required to achieve the developmental benefits of the job.
Implement specific methods of maximizing benefits and minimizing costs of rotation.

Examples include increasing the benefits of organizational integration and stimulating work
by carefully selecting jobs, increasing career and awareness benefits by ensuring that they’re
reflected in the development plans, decreasing workload costs by managing the timing of
rotations, decreasing learning-curve costs by having good operating procedures, and
decreasing the dissatisfaction of co-workers by helping them understand the role of job
rotation in their own development plans.
The study pointed out that job rotation practices are not the only methods to improve
motivation and job rotation. There are other factors that affect them. Thus the researcher
recommends for further study on factors other than job rotation affecting motivation and job
involvement.
The study did not include all jobs in CBE. The researcher recommends for further study on
employees’ job rotation practices in all CBE organs with core and support process to improve
motivation and job involvement.
45
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School of Commerce
Department of Human Resource Management
(Graduate Program)
SURVEY QUESTIONNAIRE TO BE FILLED BY EMPLOYEES OF CBE

Dear Employees of Commercial Bank of Ethiopia,
This survey questionnaire aims to study “The Effect of Job Rotation on Employee
Motivation and Job Involvement in the Case of Commercial Bank of Ethiopia’’
It is purely conducted for academic purpose. The responses to this questionnaire will be kept
strictly confidential and it is subject to ethical rules of research at Addis Ababa University.
Therefore, I kindly request you to fill the questionnaire honestly and neatly assuring that the
data will be used only for the intended academic purpose only. Your response is very crucial
to gather data for this study.
Please read the instructions carefully and answer all questions and if you have any inquiry
call the researcher, Teshome Asfaw, at Mobile NO. +2519-11445159 for more explanation.
NB: No need of writing your name and ID number on any of these pages.
Addis Ababa, Ethiopia

March, 2018.
Part 1: General Demographic Information
Please circle the alternative that most closely represents your personal information:
1. Gender: 1) Male 2) Female
2. Age: 1) Below 25 2) 26-35 3) 36-45 4) Above 46
3. Education level:
1) Diploma 2) Degree 3) MA/MSC 4) PHD 5) Other
4. What is your current position in the Commercial bank of Ethiopia?

1) Branch Manager 2) Customer Service manager
3) Senior Customer Service Officer 4) Customer Service Officer
5. Work experience in Banking industry
1) 1-5 years 2) 6-10 years 3) 11-15yeaars 4) 16 and above years
6. Marital status: 1) Single 2) Married 3) Divorced 4) Widowed
1
Part 2 Assess job Rotation system/practices in CBE
This section of the questionnaires prepared to collect data about the general approaches of job
rotation practices on employees in CBE. Please indicate the extent to which you agree or
disagree with each statement by circling a correspondent number. Higher number indicates
higher level of agreement. Choose only one answer for each statement.
General approaches
(1) Strongly Disagree (2) Disagree (3) Indifferent (4) Agree (5) Strongly Agree
1. Before job rotation, employees were 1 2 3 4 5
informed about what they will learn in the
specific job rotation practice.
2. Staffs/Collogues believes, job rotation must 1 2 3 4 5
be part of every employees Job.
3. Job rotation must be provided on regular 1 2 3 4 5
basis by CBE.
4. CBE sets a fixed length of time for job 1 2 3 4 5
rotation practice.
5. CBE considers the job rotation approaches 1 2 3 4 5
are important for the employees.
6. Employees have necessary information about 1 2 3 4 5
the purpose of job rotation and expectation of
CBE.
7. Job rotation is used by CBE effectively 1 2 3 4 5
known.
8. Communication with colleagues and 1 2 3 4 5
supervisors from different jobs during job
rotation is satisfactory.
9. Colleagues in different jobs of CBE support 1 2 3 4 5
me when I was assigned in their jobs for
practice and learning.
10. Trainers/coachers have showed me how to 1 2 3 4 5
do different tasks and gradually allow me to do
it on my own.
11. Trainers/coachers have support and 1 2 3 4 5
encourage me throughout the job rotation
practice.
12. In the work place, trainer and supervisors 1 2 3 4 5
have a follow up mechanisms/system for
employees assigned in a job rotationally.
13. Reading materials, like procedures, 1 2 3 4 5
guidelines, memos and manuals, are available in
the work place for knowing and practicing
specific jobs during rotation.
14. Staffs are satisfied and confident with the 1 2 3 4 5
job rotation system offered by the CBE enabled
me to perform all aspects of the job effectively.
15. CBE has uniform system of getting 1 2 3 4 5
feedback for improvement during job rotation
practice
1 2 3 4 5
16. The job rotation approach is helpful in staff
personal development
17.The job rotation system is helpful in staff 1 2 3 4 5
professional development
18. CBE competence level was assessed 1 2 3 4 5
through CBE performance measurement system
during job rotation practices.
19. In general, CBE job rotation system 1 2 3 4 5
extremely useful to my career development.
20. Staffs expectation is more accurate and 1 2 3 4 5
being more competent for assigned jobs after
completion of job rotation.
21. Effective job rotation approach improves 1 2 3 4 5
staff motivation, and involvement in CBE.
22. CBE strongly motivates and involves by 1 2 3 4 5
acquiring knowledge, develop skills and adopt
good attitude during job rotation.
23. CBE makes staffs responsible for my 1 2 3 4 5
mistakes rather than blaming others during job
rotation.
3
Part 3:- Employee motivation
This section of the questionnaires prepared to collect data about effectiveness of job rotation
practices to improve employee’s motivation. Try to recall effectiveness of job rotation
practices to improve employee’s motivation as possible in ranking these statements. Please
indicate the extent to which you agree or disagree with each statement by circling a
correspondent number. Higher number indicates higher level of agreement. Choose only one
answer for each statement.
Motivation
1. I have generally positive attitude toward 1 2 3 4 5
those holding positions of authority over me.
2. I enjoy competition and striving to win for 1 2 3 4 5
myself and my work group.
3. I like to tell others what to do and have no 1 2 3 4 5
problem with imposing sanctions to enforce
my directives.
4. I like being active, self-confident, and 1 2 3 4 5
protecting the members of the work group.
5. I enjoy the idea of standing out from the 1 2 3 4 5
group, behaving in a unique manner, and
being highly visible.
6. I am willing to perform routine, day-to-day 1 2 3 4 5
tasks and duties as a result of job rotation
practice.
7. I enjoy my job because it is in rotation base. 1 2 3 4 5
8. I am proud to working with CBE. 1 2 3 4 5
9. CBE inspires me to do my best every day. 1 2 3 4 5
10. I take pride in my work place. 1 2 3 4 5
4
PART 4:- Employee Job involvement
This section of the questionnaires prepared to collect data about effectiveness of job rotation
practices to improve employee’s involvement. Try to recall about the effectiveness level of
job rotation practices to improve employee’s involvement as possible in ranking these
statement.
Please indicate the extent to which you agree or disagree with each statement by circling a
correspondent number. Higher number indicates higher level of agreement. Choose only one
answer for each statement.
Job Involvement
1. Job rotation creates high job 1 2 3 4 5
involvement in my present job.
2.To me, my job is a small part of my life 1 2 3 4 5
3. I am very much involved personally in 1 2 3 4 5
my job.
4. There are clear rules and procedures 1 2 3 4 5
for every aspects of my job.
5. Most of my work interests are centered 1 2 3 4 5
around my job.
6. I have very strong ties with my present 1 2 3 4 5
job which would be very difficult to
break.
7. Most of my personal life goals are job 1 2 3 4 5
oriented/related.
8. I consider my job to be central to my 1 2 3 4 5
existence.
9. I like to be absorbed (engaged) in my 1 2 3 4 5
job most of the time.
10. I would recommend CBE to my 1 2 3 4 5
friends as a good place to work.
5
Part 5:- To point out the alternative training and development methods
This section of the questionnaires prepared to collect data about the alternative training and
development methods to improve effectiveness of job rotation practices in CBE and improve
employee motivation and job involvement. Try to recall the alternative training and
development methods to improve effectiveness of job rotation practices in CBE to improve
employee motivation and job involvement, as possible in ranking these statements.
Please indicate the extent to which you always use or not with each statement by circling a
Correspondent number. Higher number indicates always used. Choose only one answer for
each statement.
Alternative training and development methods
(1) Never (2) sometimes (3) Mostly (4) Often (5) Always
1. Coaching (supervisors) guide the 1 2 3 4 5

subordinate, junior officers or new entrant
2. Special tasks (Assigning tasks to 1 2 3 4 5
employees to increase their knowledge base)
3. Lectures/Formal training (Lectures on 1 2 3 4 5
specific issues and topics)
4. Seminars /workshops(Experts from 1 2 3 4 5
outside organization are called to discuss
specific issues)
5. Case studies (Written material) is provided 1 2 3 4 5
regarding bank problems and events.
6. Informal learning(Colleagues and friends 1 2 3 4 5
discuss matters informally).
7. Job Instruction (Written instruction) is 1 2 3 4 5
provided regarding procedures, manuals,
guidelines.
8. Staff Formal continuing education 1 2 3 4 5
(continuing higher education) at local
university with self and CBE sponsorship.
Thank you Very much.

Addis Ababa University School of Commerce

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Addis Ababa University

The Effect of Job Rotation on Employee Motivation and Job

Addis Ababa, Ethiopia

Department of Business Administration and Information System

Advisor: Fesseha Afewerk (Ast.Prof)

A Thesis Submitted to Addis Ababa University, School of Commerce, for

The Effect of Job Rotation on Employee Motivation and Job Involvement

Thesis Approval Sheet

Advisor Signature Date

___________________ ________________ ____________

External Examiner Signature Date

____________________ ________________ ____________

Internal Examiner Signature Date

___________________ ________________ –––––––––––––

Declared by, Signature Date

Teshome Asfaw ___________ ___________

Advisor Signature Date

External Examiner Signature Date

____________________ ________________ ____________

Internal Examiner Signature Date

___________________ ________________ –––––––––––––

Chapter one: Introduction

1. 1 Background of the study ……………… ……………….……..….…....1

1.2 Statement of the problem…………………………..…….………...…...3

1.3 Research question ..…………………………………………….…..…...5

1.4 Research Objective………………………………………………...........5

1.4.1 General objective……………………………………………….....…..5

1.4.2 Specific Objective……………………………………………………..5

1.5 Significance of the study ……………...…………..…………………...6

1.6 limitation of the study ………………………………...……………….6

1.7 Organization of the study ……………………………………………...6

Review of Related Literature..................................................................7

2.1 Theoretical literature review on job rotation………………………..…7

2.2 Definition of job rotation……………………………………….……..10

2.3 Theories of job rotation ……………………………………………….11

2.3.1 Employee learning……………………………………………………11

2.3.2 Employer learning ………………….………………………………..12

2.3.3 Employees motivation ………………………………………………12

2.4 The process of job rotation practice……………………………………13

2.5 Job rotation and motivation …………………………………………..14

2.6 Job rotation and Involvement …………………………………………14

2.7 Alternative Training and development methods………………………15

3.1 Description of the study Area………………………………..……...16

3.2 Research Approach…………………………………………………...16

3.4 Population and Sampling…….………………………………………16

3.5 Data source and type…………………………………………………17

3.6 Data collection Procedure ……….................................................18

3.7 Reliability and validity of the research……………………………...18

3.8 Ethical Consideration………………………………………………..19

3.9 Data Analysis............................................................................19

4.1 Introduction ……………………………………………………….....20

4.2 General Approach of job rotation plan………………..……………..22

4.2.1 Job rotation plan………………………………………………...…..22

4.2.2 Job rotation communication plan…………………………………..23

4.2.3 Providing support during job rotation practices…..……………….25

4.2.4 Job rotation practice Evaluation..………………………….………28

4.2.5 Effectiveness of job rotation practices …………………….………30

4.3 Employee motivation ……..………………………………………….32

4.4 Employee Job Involvement ……………………….…………………33

4.5 Correlation Analysis………………………………………….……....35

4.6 regulation Analysis………….…………………….……….………..36

4.7 Alternative Training and development………… ………….………38

_______

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___ –––––––––––––

Teshome Asfaw _ _

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