The Adoption of Job Rotation: Testing the Theories

Eriksson, Tor; Ortega, Jaime

doi:10.1177/001979390605900407

Cited by 136 publications

(106 citation statements)

References 15 publications

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“…Deliberate variation in employees' contexts is a traditional element of job rotation and can enhance individuals' personal development as well as their careers (Higgins, 2000;Ruderman, Ohlott, Panzer, & King, 2002). Such rotation usually involves sequential variation of work, which scholars across several disciplines have shown enhances individual learning (e.g., Allwood & Lee, 2004;Bourgeon, 2002;Eriksson & Ortega, 2006;Latham & Morin, 2005;Meyer, 1994;Ortega, 2001). Unlike traditional job rotation, MTM allows for concurrent variation in the information to which one has ready access, as well as the opportunity for more immediate application and integration of that new knowledge.…”

Section: Proposition 1a Context Switching Mediates the Effects Of Mtmentioning

confidence: 99%

Multiple Team Membership: A Theoretical Model of its Effects on Productivity and Learning for Individuals and Teams.

O’Leary

Mortensen²,

Woolley

2011

Academy of Management Review

182

288

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While organizations strive to manage the time and attention of workers effectively, the practice of asking workers to contribute to multiple teams simultaneously can result in the opposite. We present a model of the effects of multiple team membership (MTM) on learning and productivity via the mediating processes of individual context switching, team temporal misalignment, and intra-organizational connectivity. These effects are curvilinear, with learning and productivity peaking at moderate levels of these mediating processes.Electronic copy available at: http://ssrn.com/abstract=1474336 do -Manager (Authors, 2007) Over the last century, the primary approach to organizing has shifted from individual work in hierarchical structures, to more team-based work in hierarchical structures, to teambased work in matrix structures, and ultimately to team-based work in multi-team systems (Hatch & Cunliffe, 2006;Hobday, 2000;Malone, 2004;Marks, Dechurch, Mathieu, Panzer, & Alonso, 2005;Scott & Davis, 2006). As these changes have taken place, an increasing amount of responsibility has shifted to individual employees -responsibility for managing their own learning, allocating their own time, and focusing their own attention. This is especially true when employees are members of multiple teams concurrently, with no one manager aware of each employee's full portfolio of work or team commitments. In such situations, individuals may make decisions (about their time, attention, information, etc.) that are completely rational for them, but that do not result in optimal productivity and learning at the team and organizational levels (Schelling, 1978). Conversely, without complete knowledge of individuals' multiple team commitments, teams, managers, and organizations may make reasonable team-and organizationallevel decisions that have very problematic effects for individuals. In this paper, we address this theoretical and practical tension regarding the allocation of time and attention, as well as the flow of information, when people are simultaneously members of multiple teams.Based on our own survey data and surveys by other scholars (Lu, Wynn, Chudoba., & Watson-Manheim, 2003;Martin & Bal, 2006) (Zika-Viktorsson, Sundstrom, & Engwall, 2006). Some surveys place the percent of knowledge workers who are members of more than one team as high as 94.9 percent (Martin & Bal, 2006) and in at least one company (Intel), 28% are on five or more (Lu et al., 2003). In addition, a wide variety of scholars and practitioners have mentioned the commonality of MTM. For example, Gonzalez and Mark's (2005: 143-4) comment is typical: "In fields as diverse as finance, software development, consulting, and academia, we are finding that it is commonplace that information workers are involved in multiple collaborations that occur in parallel. This demands that individuals enact specific efforts to coordinate, manage and track those collaborations." MTM seems especially common (and particularly challenging) in information technology (e.g., Bas...

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Section: Proposition 1a Context Switching Mediates the Effects Of Mtmentioning

confidence: 99%

Multiple Team Membership: A Theoretical Model of its Effects on Productivity and Learning for Individuals and Teams.

O’Leary

Mortensen²,

Woolley

2011

Academy of Management Review

182

288

View full text Add to dashboard Cite

show abstract

“…Job rotation has a long tradition in HRD (Cappelli, 2008) and is known for its effectiveness in helping employers to learn about the strengths of their employees in a range of contexts (Eriksson and Ortega 2006). Equally important, rotation is a way of enabling employees to develop their skills and correlates with positive outcomes such as salary and promotion (Campion, Cheraskin and Stevens 1994).…”

Section: Practical Implicationsmentioning

confidence: 99%

Conceptualising inclusive talent management: potential, possibilities and practicalities

Swailes

Downs

Orr

2014

Human Resource Development International

105

129

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This paper explores the possibilities and potential surrounding inclusive talent management in contrast to conventional normative treatments. By closely examining the meaning of 'inclusive' in relation to talent, the paper moves towards a definition of inclusive talent management which is contextualised in a four-part typology of talent management strategies which offers greater conceptual clarity to researchers working in this field. Our conceptualisation of inclusive talent management is further located in the traditions of positive psychology and the Capability Approach.The practical implications of introducing inclusive talent management strategies are considered.

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“…Studies by [21] Ortega (2006) indicated job rotation could be used for development of knowledge and fusion both in breadth and depth and when this strategy takes effect those who have rotated are expected to master new knowledge and to integrate all facets of knowledge resources in the organization. Job rotation also improves employee's problemsolving abilities and shared understanding of the job, enhances team efficiency and enables the employees to avail promotion opportunities after successful completion of job rotation programs [22] (Faegri et al, 2010).…”

Section: Career Developmentmentioning

confidence: 99%

Job Rotation Practices in Accounting Firm: Its Effect on Employee Performance and Job Satisfaction Level

Bautista¹,

Perez²,

Balute³

et al. 2017

IJCA

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Most manufacturing organizations, unlike other types of business activities, are normally utilizing a total labor for bookkeeping capacities. Essential capacities among others incorporate monetary, general, cost, speculation, settled resources, treasury, payables, receivables, finance and tax assessment and administrative prerequisites. Staying and working in just a single capacity of representing a drawn out stretch of time now and then makes worker get exhausted and wasteful. To stay away from this, there are very quantities of preparing advancement programs which are accessible to be received by an association to build representatives' abilities, gifts, and information. These preparation strategies are intended to inspire, illuminate, refresh, familiarize and instruct workers on what to do along these lines guaranteeing productivity in the bookkeeping operation of an association. Among the different strategies accessible to the administration of an association is the example that makes it conceivable to move representatives from one capacity to the next every now and then, to gain information and abilities of what is reachable in different ranges of their work. This sort of preparing is alluded to occupation revolution.It gives the worker the chance to create abilities in an assortment of evolving occupations.

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The Adoption of Job Rotation: Testing the Theories

Cited by 136 publications

References 15 publications

Multiple Team Membership: A Theoretical Model of its Effects on Productivity and Learning for Individuals and Teams.

Multiple Team Membership: A Theoretical Model of its Effects on Productivity and Learning for Individuals and Teams.

Conceptualising inclusive talent management: potential, possibilities and practicalities

Job Rotation Practices in Accounting Firm: Its Effect on Employee Performance and Job Satisfaction Level

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