Abstract:
This study was conducted to assess the impact of job rotation on employee
performance in a public tertiary institution in Ghana. Organizational success
largely depends on efficiency of employees and this makes it compelling for
organization to strive to continuously adopt methods to update the skills, abilities
and build on the competencies of existing staff to increase their performances for
the firm to achieve its goals and objective and to gain competitive advantage. The
concept of performance covers what has been achieved and how it has been
achieved. The study focused on how job rotation enhances the capabilities and
competencies of administrators in the university to deliver high performance. The
population of the study covered full time non-teaching staff in the university with
sample size of fifty (50). The data was collected using self-administered
questionnaire and the responses analyzed using inferential and descriptive
statistics. The results shows that introducing employees to different level of jobs
does not lead to high performances and due to logistical challenge employee’s
output are hindered anytime their job are rotated. The research findings reflects
that the aggregate developmental needs of employees in the university can be
achieved through job rotation also through the practice of job rotation employees
are moved on a lateral role which helps them to acquire useful work experiences
and puts them in competitive position to occupy temporary managerial position
within the university.
