Statistical impacts of job rotation on work performance: Empirical study at the department of customs of Dong Nai province

ABSTRACT:

Job rotation is mainly focused on developing a new environment for employees as part of the job design initiative. They have a wide range of qualities and capabilities, which have an influence on their desire to well complete their duties. The study was carried out at the Department of Customs of Dong Nai Province, where there is a lot of employment rotation. In the Department, interviews and observations were done as part of the research. Through a formal survey and data analysis, it is found that job rotation has a considerable impact on work performance. Based on the study’s findings, it is suggested that proper work rotation planning will increase the work performance of civil servants. Information regarding the job rotation should be provided at the outset to allow government workers to pursue their passions while also establishing good communication in parallel manner.

Keywords: job rotation, work performance, the Department of Customs of Dong Nai Province.

1. Introduction

In order to carry out their functions optimally, for the sake of their growth and development, organizations need to focus on improving the quality of their human resources, especially when coping with the subtleties of ecological changes that arise, as the technology, theories, concepts, and moral capabilities of organizational factors at all altitudes of work are required (Martinez-León et al., 2018). The organizations must be adept to prepare their human resources to follow technology changes and demands in accordance with their organizational needs. Human resources are the determinants of organization activities such as planning, organizing, and making choices, therefore they play the most significant and prospective role in the success of an organization (Qamari et al., 2019). Because it helps to attaining organizational goals effectively and efficiently, an organization's capacity to manage its resources will have a significant impact on its performance.

Employees that perform well will help to ensure that their jobs and obligations are carried out smoothly. When opposed to those who are not inspired to work, employees with strong motivation can perform well and accomplish a better job. Employees’ knowledge, abilities, experience, and dedication must be engaged before successful performance can be attained in an organization; hence motivation is essential (Ejere, 2010). Because motivation and performance are so closely linked, firms will try a variety of approaches to increase job performance, such as giving motivation to these employees. Job rotation is one strategy to boost motivation at work. Thus, the job rotation is considered as one of the key parts of a work design program that focuses on work design to ensure that employees do not become bored while performing certain repetitive jobs (Maleki, 2019).

Employees benefit from job rotation since it provides them with a variety of tasks and allows them to change occupations on a regular basis. Employees may leverage their interests and talents at work via job rotation, especially in identifying the proper employment position. Job rotations in groups are a wonderful technique to educate people and support their learning progress (Jamal, 2019). One of the benefits of job rotation, according to Eriksson & Ortega (2006), is the capacity to boost work motivation. Employees that are rotated like to do a variety of tasks rather than focusing on a single one. This will have a beneficial influence on work performance due to their increased desire in carrying out the job and duties allotted to them.

This research was conducted with the civil servants of the Department of Customs of Dong Nai Province. Through job rotation, civil servants will be able to have increased and equal skills so that the Department has the flexibility and conduciveness. This is because all civil servants have had the same duties and responsibilities.

2. Literature Review

Job rotation is a strategy for increasing organizational efficiency and effectiveness that involves rotating people from one job function to another on a regular basis (Digiesi et al., 2018). Rotations are usually done for a set amount of time once personnel are hired for the aim of orientation and suitable job placement (Yu & Zhang, 2020). According to Santos et al. (2017), job rotation has the potential to minimize monotony, enhance motivation by varying employee tasks, and help employees better understand how their work contributes to the business. Furthermore, this rotation may give indirect benefits to the organization (Rodriguez & Barrero, 2017). Increased employee abilities allow management greater flexibility in planning employment, adjusting to changes, and filling vacancies, among the benefits that may be acquired. Aside from the benefits mentioned above, there are several disadvantages to this employment rotation. Moving a person to a new position when efficiency in the old job results in organizational savings might raise training expenses and lower productivity. As members of the work group acclimatize to new personnel, job rotation adds to the distraction. In addition, managers should devote more time to answering queries and overseeing the work of newly rotating staff.

Employees can improve their connections, skills, and expertise by rotating jobs (Leider et al., 2015). Various alleged concerns that have arisen have been able to be rectified on their own following the work rotation. Employees will be more motivated as a result of this circumstance, which will generate a more pleasant and tranquil working environment (Linggiallo et al., 2021). As a result, motivation has an impact on work performance (Borst et al., 2019). The orientation of the objectives that a motivated individual has set is the trait that characterizes his/her conduct. Motivation gives employees a rush of energy and then commands them to act and reach a predefined objective.

3. Research Methods

This study deployed both qualitative and quantitative approaches. And a self-completed questionnaire consisting of 15 observed variables for the two constructs was officially used in our formal survey. 200 hard copies of the questionnaire were directly delivered to the civil servants of the Department of Customs of Dong Nai Province. There were 174 pieces collected; among them, there were 32 pieces invalid. Therefore, the data recorded from 142 valid respondents are used in the data analysis. The data were analyzed with: (1) Scale reliability analysis with Cronbach’s Alpha; (2) Exploratory Factor Analysis (EFA); and (3) Linear regression.

4. Empirical Results and Discussions

The scale reliability of the two factors, namely Job Rotation and Work Performance was determined with the Cronbach’s Alpha coefficients. The obtained Cronbach’s alpha values of 0.78 and 0.83, respectively, indicate that the scales are reliable for further analysis. In the EFA, the obtained KMO is 0.74 with the significance of Bartlett’s Test is less than 0.1%, it is can be concluded the EFA analysis deployed in this study is validated. Moreover, the 15 observed variables are classified into 2 separate groups which have similar components as shown in the proposed constructs.

Especially, to investigate the impacts of the independent factor Job Rotation on the Work Performance, a relevant regression model was conducted. It results in the significance level of less than 0.1% and an R² of 54.82%; these figures indicate that there is a significant relationship between the job rotation and work performance of the civil servants at the Department of Customs of Dong Nai Province.

The finding further agrees with those by Digiesi et al. (2018), Kaymaz (2010) and Maleki (2019) as they also found that job rotation can stimulate employees to perform their jobs. In addition, the finding in this paper also agrees with those by Michalos et al. (2013) and Moussavi et al. (2019) as there is a significant improvement on work performance after employees are rotated.

5. Conclusion

The findings suggest that while making decisions, synchronization and harmonization are required. Especially when it comes to work rotation decisions. Although job rotation has the potential to improve work performance, everyone has diverse interests, expertise, and talents. When employees at a specific level must learn to adjust to new situations, they will struggle. When the rotation is completed, it may have an influence on work performance.

As a result, work motivation through job rotation is recommended in order to improve the work performance of civil servants at the Department of Customs of Dong Nai Province. Job rotation is critical so that the Department can properly deal with people from various backgrounds and diversity. A solid task rotation procedure will also result in a strong work performance output. In the job rotation process, it is also critical for the Department to reassure civil servants that job rotation would not impact their benefits, allowing them to feel secure and at ease while on the job. Consequently, they will learn through rotation.

 

REFERENCES:

1. Borst, R.T., Kruyen, P.M., Lako, C.J., & De Vries, M.S. (2019). The Attitudinal, Behavioral, and Performance Outcomes of Work Engagement: A Comparative Meta-Analysis Across the Public, Semipublic, and Private Sector. Review of Public Personnel Administration, 40(4), 613-640.
2. Digiesi, S.D., Facchini, F., Mossa, G., & Mummolo, G. (2018). Minimizing and Balancing Ergonomic Risk of Workers of an Assembly Line by Job Rotation: a MINLP Model. International Journal of Industrial Engineering and Management, 9(3), 129-138.
3. Ejere, E.I. (2010). A note on job performance and motivational techniques. Interdisciplinary Journal of Contemporary Research in Business, 1(9), 177-192.
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TÁC ĐỘNG THỐNG KÊ CỦA VIỆC LUÂN CHUYỂN CÔNG VIỆC ĐẾN

HIỆU QUẢ CÔNG VIỆC: NGHIÊN CỨU ĐIỂN HÌNH

TẠI CỤC HẢI QUAN TỈNH ĐỒNG NAI

ThS. VY VŨ QUỲNH NHƯ

Cục Hải quan tỉnh Đồng Nai

TÓM TẮT:

Luân chuyển công việc chủ yếu tập trung vào việc phát triển một môi trường mới cho người lao động được xem là một phần của sáng kiến thiết kế công việc. Người lao động có nhiều phẩm chất, năng lực khác nhau và đều có mong muốn hoàn thành tốt nhiệm vụ được giao. Nghiên cứu này được thực hiện tại Cục Hải quan tỉnh Đồng Nai, nơi có sự luân chuyển công việc nhiều. Cụ thể, tác giả thực hiện các cuộc phỏng vấn và quan sát các công chức ở Cục. Qua khảo sát chính thức và phân tích dữ liệu, kết quả nghiên cứu cho thấy, luân chuyển công việc có tác động đáng kể đến hiệu quả công việc. Trên cơ sở kết quả nghiên cứu đó, bài viết cho rằng việc lập kế hoạch luân chuyển công việc phù hợp sẽ làm tăng hiệu quả công việc của công chức. Thông tin liên quan đến việc luân chuyển công việc nên được cung cấp ngay từ đầu để cho phép họ theo đuổi đam mê, đồng thời thiết lập cách giao tiếp đa chiều một cách hiệu quả.

Từ khoá: luân chuyển công việc, hiệu quả công việc, Cục Hải quan tỉnh Đồng Nai.

[Tạp chí Công Thương - Các kết quả nghiên cứu khoa học và ứng dụng công nghệ, 

Số 27, tháng 12 năm 2021]