Assessment of the effect of Job rotation on employee performance at Accra Technical University

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.