High task interdependence: job rotation and other approaches for overcoming ingroup favoritism

Abstract

Purpose The purpose of this paper is to investigate how the basic problem of ingroup favoritism in a setting of high task interdependence is addressed through an intervention strategy combining different approaches. Design/methodology/approach This paper reports on evidence from extensive field-based case research. It focuses on the holistic description of a single high-performance logistics setting and discusses the distinct but interrelated managerial approaches against the backdrop of behavioral theory. Findings Most notably, the authors examine how culturally specific factors such as people’s social ingroup-outgroup categorization is reduced through a continual rotation of jobs. Work relationships are purposefully depersonalized and consequently socially reframed through reference to the corporate philosophy. Likewise, behaviors, roles and responsibilities are redefined based on a purposeful reinterpretation of the corporate philosophy. The authors evaluate these desired behaviors against the background of the perceptions of work group members and describe how these guide actual behaviors. Practical implications The insights of this study exemplify how adverse behavioral effects that may occur in some socio-cultural contexts may be avoided through the appropriate design of operations. Originality/value This study employs a holistic approach to provide valuable insights into both practitioners and academics in the field of OM to counteract detrimental behavioral effects in real-world operations.

Impact of Training, Job Rotation and Managerial Coaching on Employee Commitment in Context of Banking Sector of Pakistan

“…It does not involve learning only on the part of the employee i.e. acquiring skills and thus becoming more versatile, but also learning on the part of the organization that is to learn about employee's strengths and abilities which helps in facilitating employee development (Wagner et al, 2017). Employees get familiar with the various facets of the firm operations.…”

Los recursos humanos en las nuevas empresas internacionales. El papel del engagement

“…La rotación del puesto de trabajo se relaciona con la variedad de tareas (Walker y Guest, 1952) y sirve para ampliar el ámbito de trabajo del empleado o enriquecerlo con desafíos y como una manera de aprender y socializarse, permitiendo el desarrollo del individuo (Wagner et al, 2017).…”

“…La gerencia entabla una cooperación con sus empleados (Rosener, 1990;Gooch, 1994;Tesluk y Mathieu, 1999), que está facilitada por las reducidas diferencias de estatus (Pfeffer, 1998) y las actividades socializadoras, que se implementan mediante acciones como las reuniones lúdicas (Arthur, 1994;Bolton y Houlihan, 2009) y la rotación de tareas (Wagner et al, 2017). En las pequeñas empresas estas relaciones suelen estar facilitadas por la corta cadena jerárquica que existe, donde las relaciones son más próximas y cara a cara, que en las grandes empresas (Bryson, 1999).…”

“…La literatura general de RRHH la asocia, también, con el diseño del trabajo (Lepak et al, 2006). Como hemos comentado anteriormente, la rotación de tareas amplía el ámbito de trabajo del empleado enriqueciéndolo con desafíos (Wagner et al, 2017).…”