ABSTRACT
This project
tests three possible explanations for why firms adopt job rotation: employee
learning (rotation makes employees more versatile), employer learning (through
rotation, employers learn more about individual workers’ strengths), and
employee motivation (rotation mitigates boredom). Whereas previous studies have
examined either establishment characteristics or a single firm’s personnel
records, this study merges information from a detailed survey of Danish private
sector firms with linked employer-employee panel data, allowing firm
characteristics, work force characteristics, and firms’ human resource
management practices to be included as explanatory variables. The results
reject the employee motivation hypothesis, but support the employee learning
and, especially, the employer learning hypotheses. Firms allocating more
resources to training were more likely to rotate workers; rotation schemes were
more common in less hierarchical firms and in firms with shorter average
employee tenure; and both firm growth rates and firms’ use of nation-wide
recruitment were positively associated with rotation schemes.
TABLE OF
CONTENTS
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND
OF THE STUDY
1.2 HISTORICAL
BACKGROUND OF CONSOLIDATED BREWERIES
PLC AWO-NMAMMA
1.3 STATEMENT
OF PROBLEM
1.4 OBJECTIVES
OF THE STUDY
1.5 SIGNIFICANCE
OF THE STUDY
1.6 HYPOTHESES
1.7 RESEARCH
QUESTION
1.8 DELIMITATIONS
(SCOPE) OF THE STUDY
1.9 LIMITATIONS (CONSTRAINTS) OF STUDY
1.10 DEFINITION
OF TERMS
CHAPTER TWO
2.0 THEORETICAL
FRAMEWORK
2.1 THEORIES AND EMPIRICAL IMPLICATIONS
2.2 JOB
ROTATION AND WORK FORCE CHARACTERISTICS
2.3 JOB
ROTATION AND OTHER HRM PRACTICES.
2.4 IMPORTANCE OF JOB
ROTATION
2.5 POTENTIALS
OF JOB ROTATION
2.6 THE RITUAL OF JOB ROTATION
2.7 JOB
ROTATIONS AT DIFFERENT LEVELS OF MANAGEMENT
CHAPTER THREE
3.1 RESEARCH
DESIGN AND METHODOLOGY
3.2 SOURCE
OF DATA
3.3 AREA/LOCATION
OF STUDY
3.4 POPULATION
OF THE STUDY
3.5 SAMPLES
AND SAMPLING TECHNIQUE
3.6 DATA
INSTRUMENT
3.6.1 QUESTIONNAIRES
3.6.2 PERSONAL
INTERVIEW
3.7 VALIDITY
OF THE INSTRUMENT
3.8 RELIABILITY
OF THE INSTRUMENT
3.9 METHOD
OF DATA ANALYSIS
CHAPTER FOUR
PRESENTATION AND ANALYSIS OF DATA DISCUSSION
OF FINDINGS
CHAPTER FIVE
5.0 SUMMARY
OF FINDINGS, CONCLUSION AND RECOMMENDATION
5.1 SUMMARY
5.2 CONCLUSION
BIBLIOGRAPHY
APPENDIX I
CHAPTER
ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
Over the years reward and compensation have been a bone of contention
both in the private and public organization on employees. This has generated a
lot of argument, discussion and interest to an extent that it has became a
highly sensitive topic.
It is very obvious that employees can only put in their
best at work when such employee is provided with a conducive working atmosphere
conditions and job rotational activities which serve as stimulus to stir them
(employees) to achieve organization set target goals and objective efficiently
and effectively.
The essence of effect
of job rotation is to provide a good platform for equity and fairness. They
provide a challenging environment and increase employee and employee
performance. Extrinsic needs of workers at all levels are the effect of job
rotation which ensures that both the intrinsic are adequately provided for.
This is because it develops organizations integrated policy, procedure and
practice. Thus, it is an important signal of organization culture and valve so
it’s important to the successful recruitment and retention of high caliber work
force with adequate knowledge, skill and ability that supports the organization
strategic goals and rotation employees
in accordance to their contributions skills, competence and market worth.
Based on the definition of employees performance which cannot clearly
be defined without going or under standing what reward and compensation do on
an employee. when an employee’s reward or compensations which could come in
farm of incautious like assurance etc with all these put in place, the
employees would be motivated to work and put in all their best there by meeting
the goals and targets of the organization. Therefore the success of an
organization is based on good effect of job rotation in other to increase
organization, productivity.
1.2 HISTORICAL BACKGROUND OF CONSOLIDATED BREWERIES PLC AWO-NMAMMA
Consolidated Breweries Plc,
Nigeria’s third largest brewery and the producers of the quality brands “33”
Export Lager Beer, Turbo King Dark Ale, Hi-Malt Non Alcoholic Malt Drink and
Maltex Non Alcoholic Malt Drink. These brands have a wide distribution foot
print and have a great consumer following across Nigeria. Heineken
International became the majority shareholder in 2005.
In
2000 Consolidated Breweries entered into a Technical Services Agreement with
Heineken International and Heineken acquired minority shareholding. In 2005
Heineken International became the majority shareholder. In 2009 Consolidated
Breweries Plc. acquired a majority shareholding in DIL/Maltex Nigeria Plc,
makers of the famous Maltex brand.
We
are currently operating at four different locations. Our Head Office is located
at Iddo House, Iddo, Lagos, our breweries are located in Ijebu-Ode, Ogun State
and Awo-Omamma in Imo State and we have a factory in Agbara, Ogun State, and on
August 1st, 2011, Consolidated Breweries plc acquired majority shareholding in
Benue Brewery Limited following the formal approval given by the Securities and
Exchange Commission (SEC). Furthermore we have many depots spread across the
country.
1.3 STATEMENT OF PROBLEM
The subject matter for this work was chosen in order that the great
attention being accorded to the issue of efficiency vis – a -vis productivity may be brought to the fore for an enhanced understanding.
- The administration of consolidated Breweries PLC Awo-Nmanma requires
a knowledge of the performance of their workers in order to be able to measure
operational efficiency. Some common areas of problems noted during the research
include:
- Non-challant attitude towards work employees are know to exhibit an
“I don’t care” approach in the discharge of their duties. This is much so where
they feel they have nothing in stake. There fore this affects their out-put and
has a negative impact on the organization.
- The employees are faced with a lot of operational hazards and this
affects mostly the junior workers and when they feel or they find no
fulfillment or joy in the work, they tend to back out which increases labour
turnover.
-The employees tend to compare their job rotation packages with other organization
and when they feel theirs is little, they tend to put up a lazy attitude
towards work.
However, in any organization the availability of adequate effect of
job rotation would increase the performance of employees, which would reduce
labour turnover in the organization.
1.4 OBJECTIVES OF THE STUDY
The aims and objectives of this
study included to ascertain the possible effect of effect of job rotation on
the performance of employees In an organisation and critically examine it’s
impact on employees performance.
Reducing
Monotony of the Job: The first and foremost objective of job rotation
is to reduce the monotony and repetitiveness involved in a job. It allows
employees to experience different type of jobs and motivates them to perform
well at each stage of job replacement.
Succession Planning: The
concept of succession planning is ‘Who will replace whom’. Its main function of
job rotation is to develop a pool of employees who can be placed at a senior
level when someone gets retired or leaves the organization. The idea is to
create an immediate replacement of a high-worth employee from within the
organization.
Creating Right-Employee Job Fit: The
success of an organization depends on the on-job productivity of its employees.
If they’re rightly placed, they will be able to give the maximum output. In
case, they are not assigned the job that they are good at, it creates a real
big problem for both employee as well as organization. Therefore, fitting a
right person in right vacancy is one of the main objectives of job rotation.
Exposing
Workers to All Verticals of the Company: Another main function of job
rotation process is to exposing workers to all verticals or operations of the
organization in order to make them aware how company operates and how tasks are
performed. It gives them a chance to understand the working of the organization
and different issues that crop up while working.
Testing Employee Skills and Competencies: Testing
and analyzing employee skills and competencies and then assigning them the work
that they excel at is one of the major functions of job rotation process. It is
done by moving them to different jobs and assignments and determining their
proficiency and aptitude. Placing them what they are best at increases their
on-job productivity.
Developing a Wider Range of Work Experience:
Employees, usually don’t want to change their area of operations. Once they
start performing a specific task, they don’t want to shift from their comfort
zone. Through job rotation, managers prepare them in advance to have a wider
range of work experience and develop different skills and competencies. It is
necessary for an overall development of an individual. Along with this, they
understand the problems of various departments and try to adjust or adapt
accordingly.
1.5 SIGNIFICANCE OF THE STUDY
To enable the consolidated Breweries PLC Awo-Nmanma understand the
impact of effect of job rotation on employees.
It will assist the government to develop requisite policies for
rewarding employees and to increase employees performance
It will integrate the Plight
and interest of employees with organizational policy therefore ensuring that
their welfare is concerned thereby making them more efficient and effective in
their duties.
It will provide analysis and would also serve as a data bank for
future researchers who will make further research into this topic.
HYPOTHESES
H1: Job rotation has a significant
relationship with employee motivation.
H2: Job rotation has a
significant relationship with employee commitment.
H3: Job rotation has a significant
relationship with job involvement
1.6 RESEARCH QUESTION
The basic research question
for this work are:
How do employees and workers perceive effect of job rotation in the
organization?
What factors influences employees performance?
What roles and functions have the management played in putting up a
good effect of job rotation in the organization?
Does organization effect of job rotation have positive impact on employee
performance?
Do you think poor job rotation
packages would lead to labour turnover in the organization?
1.7 DELIMITATIONS (SCOPE) OF THE STUDY
This research work is centered on the on employee performance and it
is limited to consolidated Breweries PLC Awo-Nmanma headquarters. This research
work is also confronted with similar
problems because no establishment or organization can stand out today and say
it never encountered any pitfalls. Pitfalls in an establishment or in an
organization would give the management a tore bight on how to handle any
problem that comes by.
1.7
LIMITATIONS (CONSTRAINTS) OF STUDY
Firstly, due to limited time, the availability of required data or
information from the organization was not an easy task due to the fact that
it’s a big establishment and due procedures has to be followed the researcher
finds it difficult to access meaningful data as regards to current organisation
rotation policy, but had no choice than to use the limited information
available. More over, the researcher had a limited time frame, combined with
other academic activities to carry out the research.
Finally, though it is quite interesting and necessary to have a
comprehensive research on the topic: (the impact of reward system and
compensation on employee performance).the researcher may not be able to treat
the topic absolutely due to time constraint, finance constrain, stress on the
part of the researcher and lack of adequate data.
1.8 DEFINITION OF TERMS
REWARD: Reward can be defined as the care facet in employment. It
constitutes an economic exchange or relationship or the comprehensive
organizational compensation and incentive package plus indirect benefits and
incentives.
ORGANIZATIONAL PRODUCTIVITY: Organisational productivity refers to the
output by the discharge of duties by the employees. It can also be referred to as the effectiveness and
efficiency of an employee.
REWARD STRATEGY: This is the intention of an organisation on how it’s
reward policies and process should be developed to meet business
requirement.
MANAGEMENT: Management is the creation of enabling environment whereby
people working together can achieve group goals and objectives.
ORGANISATION: Organisation can be described as a legal entity
deliberately constructed and re-constructed in order to achieve organizational
objective.
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