A study on job rotation on employees at syndicate bank

1. Job
Rotation
A Study on “JOB ROTATION” on employees at
“SYNDICATE BANK”, HASSAN
Introduction:
A study on “Job Rotation” with special reference to Syndicate bank
Hassan
Increasing productivity, new product development, creativity and cutting time to market
require a stable and productive work force. The stability and productivity of the work
force can be dramatically increased by ensuring that every employee is challenged and
excited about their job. Employee turnover and the associated loss of tacit and explicit
knowledge disrupt team effectiveness and also slow product development.
An effective way of reducing turnover is a well thought out job rotation programme. Job
Rotation Programmes (JRP) can not only reduce turnover but they also increase learning,
and provide depth and strength of knowledge in the organization. Rotation programmes
are more common in the development of top executives but there are also many reasons
to use them for technical and new hire positions.
Since late 1980’s Job Rotation has been developed and mainstreamed as an active labor
market tool in Denmark. Job Rotation originated in Denmark as a collaborative
development amongst trade unions, employers and training institutes
Many successful companies encourage rapid job rotation. Some have informal
programmes while some have it as an essential part in their company’s employee
development strategy.
Job rotation is where an individual is moved through a schedule of assignments designed
to give that individual a breadth of exposure to the entire operation. The term job rotation
can also mean the scheduled exchange of persons in offices, especially in public offices.
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Objectives of the Study:
 To increase the awareness of Job rotation.
 The psychological objective is to study employees’ level of satisfaction which results
from job rotation.
 To understand the analytical and rational development of decision making capacity of
employees.
 To know whether job rotation is institutionalized or not in the organization.
 To know the employees involvement in decision making, problem solving, information
sharing etc.
 Identification of Knowledge, skills, and attitudes (KSAs) required working at different
roles and responsibilities (Job Rotation).
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Scope of the Study:
This study helps the organization to understand the pros and cons of Job rotation like-
• Employee’s perception about Job Rotation.
• Their attitude (Both negative and Positive) towards Job Rotation.
• Employees’ willingness to take up changes in jobs they perform.
• Its effect on productivity and motivation of employees.
This study also helps us to understand:
• Understand the process of Job Rotation.
• Pros and Cons of Job Rotation.
• Effect of Job Rotation on Job Satisfaction, Employees Motivation and Productivity.
• The organization in a wider perspective.
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4. Job
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Problem Statement:
A study on Job Rotation of employees at Syndicate bank Hassan Immense
competition in the Bank has given rise to measure effectiveness of job rotation.
In an organization the employees come and work, to achieve their economic objective.
However it’s being observed that in addition to economic objectives the employees also
demand certain social objective.
Hence, Syndicate Bank division has been taken up as a case and an analysis was done to
know:
1. Effectiveness of the Job rotation in the organization.
2. Ways and means to improve the awareness of Job rotation..
Research Methodology:
There are 3 types. They are
• Explorative Research.
• Descriptive Research.
• Experimental Research.
Descriptive methodology is used in the present study.
Data Sources:
Primary Data:
The primary data was collected from the respondents by administering a
structured questionnaire and also through observation, interviews and discussion with
management teams.
Secondary Data:
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5. Job
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Apart from primary data the secondary data is being collected through text
books, records of Syndicate bank, journals, from library, academic report and internet
used for this study.
Sampling
Sampling Population
There are totally 65 employees working in the bank.
Sample Size
Out of the total population, 30 employees are considered for this research as
the remaining staff will be busy at their own responsibilities and posses very little time to
support this research.
Sampling Area
The research is conducted at Syndicate Bank. Hassan.
Sample Methods
The research was made by the survey in accordance to the convenience of the
employees. So the sample type is convenience sampling.
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Tools used for Analysis
Primary data was collected through the questionnaire by distributing
questionnaires; questionnaire with both close ended and open ended questions have been
used as samples respondents. On the basis of the tables, the facts are presented in the
form of various Graphs.
Plan of analysis
The data is collected and classified in a organized and systematic manner.
• The data is collected and classified by random sampling method.
• The classified data is tabulated and calculated into percentages.
• The data is interpreted for getting results required for the research study.
• The tabulated data is shown in the form of various Graphs for better understanding.
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Limitation of the Study
 Chances of bias in the mind of employees.
 Emotional attachments may lead to bias filled answers.
 Less reliable and valid than tests of mental ability.
 The fact that the questions themselves often have more direct relevance to the work place
does not help.
 The research study is limited to a small sample size.
 The study is confined only to employees of SYNDICATE BANK. Therefore the results
and conclusion of study is may not be applicable to other banks.
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2.1 Industry Profile:
2.1.1 Bank
It is generally said that the word “BANK” has been originated in Italy. In the middle
of 12th century there was a great financial crisis in Italy due to war.
To meet the war expenses, the government of that period a forced subscribed
loan on citizens of the country at the interest of 5% per annum.Such loans was known as
“compare”, “Minto”. In Germany the word “Monte” was named as “Bank”.
It is also said that the word “Bank” has been derived from the word “Banco”
which means a Banch. The Jews money lenders in Italy used to transact their business
sitting on banches at different market places.
2.1.2 History of Bank
The word ‘Bank’ is used in the sense of a commercial bank. It is of Germanic
origin though some person trace it origin to French word ‘Banqui’ and the Italian word
‘Banca’. It referred to a bench for keeping lending and exchanging of money lenders and
money chargers. There was no such word as banking before 1640. All though the practice
of safe keeping and saving flourished in the temple of Babylon as earlier as 2000 B.C.
Chanakya in his Arthashastra written in about 300 B.C. mentioned about the existence of
Merchant of Bankers who received deposits advanced loans and hundise.
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The 1st bank in India was the ‘Bank of Hindustan’ started in 1770 by
Alexander and co., an English agency house in Kolkata which failed in 1782 with the
closer of the agency house. But the 1st bank in the modern sense was established in the
Bengal presidency as the Bank of Bengal in 1806.
2.1.3 Growth of Bank
Merchant bankers issued ‘Hundis’ to remit funds in India such Merchant bankers
were known as Seth’s.
The next stage in the growth of banking was the Goldsmith he started charging
something for taking care of the money and bullion.
The next stage in the growth of banking is the money lenders, the goldsmith
found that on an average the withdrawal of coins were much less than the deposits with
him. So he started advancing the coins on loan by charging interest as a safeguard he kept
some money in the reserve thus the goldsmith –money lenders became a banker who
started performing the 2 functions of modern banking that of accepting deposit and
advancing loan.
2.1.4 Meaning of Bank
Chamber’s 20th century dictionary defines a bank has an institution for the
keeping lending and exchanging of money.
Economists have also defined a bank highlighting its various functions. According
to Crowther “The bankers business is to take the debts of other people to offer his own in
exchange and there by create money”.
Thus a bank is an institution which accepts deposits from the public and in term
advances loans by creating credit. It is different from other financial institution in that
they can’t create credit though they may be accepting deposit and making advances.
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Types of Banks
1. Commercial Banks.
2. Exchange Banks.
3. Industrial Banks.
4. Agricultural Banks.
5. Co-operative Banks.
6. Central Banks.
7. Private sector Banks.
2.2 COMPANY PROFILE
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Syndicate bank was established in 1925 in Udupi with a capital of Rs8000 by three
visionaries –Sri Upendra Ananth Pai, a businessman,Sri Vaman Kudva, an engineer
and Dr.T.M.A.Pai, a physician.
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In the earlier days the bank collected as low as two Anna daily under the Pigmy
Deposit scheme. As the time passed by this Pigmy deposit scheme has become the brand
equity today. At present bank collects over Rs2 CRORE daily under this scheme.
From just one branch in 1925 the Syndicate Bank has grown leaps and bound to have
over 2000 branches now. The bank is now well equipped to face the multinational banks.
Bank has adapted technology to beat competition. Today all the branches are
computerized and centralized banking system is implemented.
In 2004, Syndicate Bank also started utility bill payment services through Internet
banking introduced. In 2005, the bank commenced the online reservation of railway
tickets through Indian Railway Catering & Tourism Corporation Ltd for its customers. It
was during this time that it entered into a MOU with SFAC for promoting of investments
in Agri-business products. The 2000th branch was opened at Tondiarpet, Chennai, in
2006. In the same year, the bank commenced the first BPO outfit of a Nationalized Bank,
Synd Bank Services Limited. This was a wholly owned subsidiary of Syndicate Bank.
With the age of progressive banking, Syndicate Bank has created a name for itself
in the last 80 years. Rooted in rural India, the Bank has a clear picture of the grass root
realities and a vision of future India. Changing with the changing times, the Bank has
well equipped itself with all the facilities of the new age, without, however, altering its
distinctive socio-economic and cultural culture. Syndicate Bank's unique principle of
mutual development, of both the Bank and the people, has won it a long list of clientele,
which includes both the
rural and the semi-urban class.
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2.2.1Banking Industry Overview:
PSU banks have been rapidly expanding their balance sheet over the past three
years. It is evident from the Graph as the gap in business growth of scheduled commercial
banks (SCB`s) and PSU banks is narrowing.
Banks generates a ‘spread’ by accepting deposits and lending advances. This is
measured by net interest income (NII), which is the difference between the interest earned
and interest expended. It is surprising to note that there was no relation between the
growth rate in NII and net profit of the PSU banks over the period of five years. The
growth in net profit of PSU Banks was more than 20% in the past two fiscal years, while
the, growth in NII was less than 10%.
So, main driving force in PSU banks bottom line is rationalized cost structure.
Second phase of liberalization in banking:
Second phase of opening of Indian banking sectors would commence in April 2009.
2.2.2 Vision
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• Consolidating position as a premier public sector bank with increased global outreach.
•Emerging as a strong, vibrant, responsive, competitive bank.
• Embracing state-of-art technology harnessing human potential and effectively
participating in the process of nation building.
• Serving its constituents and shareholders’ as a faithful friendly financial partner.
2.2.3 Mission
The bank continuously envisages to:
•Add core deposits continuously.
•Offer better customer service.
•Enhance tolerance level in dealing with customers and get better understanding of their
requirements.
•Design and deliver the products and services according to its customer’s needs so
as to give them an exhilarating and enthusiastic experience.
2.2.4 Goals
The goals articulated for each of the functional areas of the bank is:
1. Business: To achieve global business of Rs. 250 thousand crores by March 2010.
2. Resources: To achieve global deposits of Rs. 170000 crore by March 2010 with
emphasis on low cost resources by planned strategic initiatives including branch
expansion, aggressive marketing and active involvement of each and every employee.
3. Advances: To build qualitative asset base of around Rs. 90000 crore by March 2010 to
augment the income portfolio of the bank.
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4. Priority sector credit: To have accelerated and qualitative growth in priority sector
lending to reach a level of Rs. 23800 crore, Rs. 10200 crore under agriculture, Rs. 3514
crore under SME through various customer friendly credit products and to take maximum
advantage of “Financial Inclusion “so as to expand the clientele base of the bank, and
provide financial assistance to all eligible candidates.
5. Information Technology: To harness state-of-art technology and network all branches
so as to make available reliable MIS for DSS and deploy best practices in Information
Security to manage the business effectively and profitably.
6.Management of assets : To make 2008-09 truly a “year of NPA resolution” by striving
for getting “A” rating under asset quality by upgrading NPAs, bringing down gross NPA
and net NPA level both in absolute and percentage terms below march 2009 figure and
accomplish NPA recovery target as per commitment.
7. Foreign exchange and treasury: To profitably manage the forex and investment
assets of the bank to achieve an export-import turnover of Rs. 15000 crore and Rs. 12750
crore respectively. To achieve treasury income of Rs. 2345 crore with an investment of
Rs. 35000 crore.
8. Profitability: To make every branch a profits centre and ensure best possible returns to
the shareholders.
9. Risk management: To continuously upgrade the risk management systems and
processes, imbibe risk management in business activities and implement Basel II
requirements for the benefit of all stakeholders.
10. Human resources and organizational structure: To mould and strengthen the
organizational structure to meet the future business requirements and challenges. To
redefine and to redevelop peoples’ management techniques so as to unleash human
potential, drive growth and nurture leadership of high quality corporate governance,
11.Customer relationship management : To fine-tune its marketing strategies to
meet the ever growing market odds, to ensure that our products and services adapt to the
changing needs and expectations of the customers, to provide the customer the ideal
banking ambience, to reorient its publicity so as to provide increased visibility to its
brand.
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12. Inspection: To migrate progressively from the present transaction oriented system to
a risk based audit exercise enhancing the effectiveness of risk management, control and
governance processes.
2.2.5 OBJECTIVES
1. To have an overview of the organization.
2. To study the departments of the organization in details.
3. To know about all the products and services being offered by the company.
4. To gather study the organizational hierarchy of the company.
5. To gather sufficient information about the company so as to do its SWOT analysis.
6. To give our own suggestions for the betterment of the company.
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2.3 ORGANIZATION STRUCTURE:
Syndicate Bank
ORGANISATIONAL STRUCTURE
BOARD OF DIRECTORS
CHAIRMAN & MANAGING
DIRECTOR
EXECUTIVE DIRECTOR EXECUTIVE DIRECTOR
General Managers
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Portfolios
1. Corporate Credit Division – I (CCD-I) 9. Priority Sector Credit Dept
2. Corporate Credit Division – II (CCD-II)10.Premises & Maintenance Dept
3. Retail Banking Department 11. General Administration Dept
Board Secretariat,
Chief Compliance Officer
4. Planning & Development Dept 12. Central Accounts & Legal Dept
5. Recoveries Dept
13. Personnel Department
6. Dept. of Information Technology 14. Inspection Department
7. Risk Management & Monitoring Dept. 15. Vigilance Department
8. Treasury & International Banking Division
Regional Offices – 35
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19. Chairperson - Basanth Seth
MD - Basanth Seth Job
Directors - A R Nagappan Rotation
Basanth Seth
Bhupinder Singh Suri
Dinkar S Punja
George Joseph
K Seetharamu
Kawaljit Singh Oberoi
M Bhaskara Rao
M Deena Dayalan
Mocherla Shaskara Rao
R Ramachandran
R Ravi
Ramesh Adige
Vinod Kumar Nagar
Vinay Kumar Sorake
Suresh Kumar Rustagi
Branches – 2221
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2.4 PRODUCTS AND SERVICES:
Deposits: Traditional deposit products include:
• savings and current accounts
• fixed deposits
• tax savings
• Pigmy deposits
Premium account services such as multi-city current and savings account are also
available.
Loans: Some of the most common loan products are:
• Auto
• Home
• Agriculture
• Educational
• Pension loans
• Priority sector lending.
Other services pertain to:
• Demat account
• cash management
• gold coins purchase
• bank draft facilities
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Apart from the ATM, the Syndicate Bank has other multiple delivery channels such as
Internet banking and SMS banking. The bank also has business ties with Visa Inc. to
provide credit card and debit card services.
2.4.1 PRODUCT PROFILE
A. BANKING ACTIVITIES: This activity includes the following:
1. Syndicate Bank Global Debit Card.
2.Syndicate Bank Global Credit Cards.
B. BANCASSURANCE: The bank provides insurance services in association with Bajaj
Allianz.
1. Life Insurance Products.
2. Non Life Insurance
Some of its life-insurance products in association with Bajaj Allianz are;
a. INVEST GAIN.
b. CASH GAIN.
c. CHILD GAIN.
d. RISK CARE.
e. TERM CARE.
f. LIFETIME CARE
g. SWARNA-VISHRANTI
h. UNITGAIN
i. LOAN PROTECTOR
j. SYNDDRIVER Cash Management (SCMS)
Deposit
1.Synd 400 Plus and Synd 500 Plus
2. Savings Deposit Account:
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3. Special Premium Savings Accounts
4. Fixed Deposit Scheme.
5. Vikas Cash Certificate.
6. Social Security Deposit.
7. Senior Citizen’s Security Deposit.
8. Syndicate Suvidha Deposit
9. Cumulative SyndTaxShield Deposit Scheme
10.Pigmy Deposit
11.Super Premium Savings Bank Account
12.Synd Samanya Savings Bank Account (No Frills Account)
13.SyndFlexi Current AccountD.
SYND BANK SERVICES (BPO): It is a wholly owned subsidiary of Syndicate Bank.
This is a first BPO outfit of a Nationalized Bank. This BPO Company is proposed to
undertake the following activities facilitating customers to file their income tax returns,
undertaking Back Office functions relating to Bank's Debit / Credit Card / Bank assurance
Business etc.
2.11 LOAN PRODUCTS :
a. SyndRent
b.SyndSaral
c. SyndSenior
d. SyndVidyarthi
e. SyndNivas
f. SyndNivasPlus
g. SyndPigmy
h. SyndKisan
i. SyndVahan
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j.SyndLaghuUdyami
k. SyndMahila
l. SyndMortgage:SyndPravasi
m. SyndSmallCredit: SyndSuvidha:
n. SyndUdyog
o. SyndVyapar
p. SyndJaiKisan
q. SyndShakti
2.12 AGRICULTURAL LOAN PRODUCTS :
1.Animal Husbandry Scheme
2.Development of Irrigation Infrastructure
3.Farm Mechanization Schemes
4.Hi-tech Agriculture
5.SyndJaiKisan
6.Jewel Loans for Agriculture
7.Land Development Schemes
8.Purchase of Land for Agricultural Purpose
9.Rural Employment Generation Program
10.Solar Water Heater Systems
11.Syndicate 2/3/4 Wheelers Scheme
12.Syndicate Farm House Scheme
13.Syndicate Kisan Credit Card(SKCC)
14.Tenant Farm LoanG.
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2.13 OTHER SERVICES
1. Tele Banking
2. Internet Banking.
3. ‘Any Branch Banking’.
4. Synd Bill Pay.
5. On-Line Collection of Direct Taxes
6. On-line Railway Ticket Booking.
7. Western Union Money Transfer.
8. SyndInstant - (RTGS System for instant transfer of funds)
9. Electronic Funds Transfer (EFT) System
10.Syndicate Gift Cheques
11.Insurance Cover for Deposits
12.Stop Payment Facility
13.Dormant Accounts
14.Safe Deposit Lockers
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2.5 ACHIEVEMENTS
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26. 1925 On 10.11.1925, the business of the Bank commenced in Udupi with
the name "Canara Industrial and Banking Syndicate Ltd.," a joint
Stock Company with just one employee. Job
Rotation
1928 First branch of the Bank opened at Brahmavar in Dakshina Kannada
District
1937 Bank became a member of the Clearing House for the first time at
Bombay.
1946 29 branches opened in a single day in rural areas.
1953 Took over the assets and liabilities of 2 Local Banks viz. Maharashtra
Apex Bank Ltd. and Southern India Apex Bank Ltd. 20 Banks merged
with the Bank during the period 1953-1964.
1957 100th branch opened at Ilkal in Karnataka
1962 Entered Foreign Exchange business by opening Foreign Exchange
Department at Bombay.
1963 Name of the Bank changed from "Canara Industrial & Banking
Syndicate Ltd." to "Syndicate Bank Limited". Head Office was shifted
to Manipal on 19.4.1964.
1966 Economic Research Department set up. One of the first few Banks to
emphasise on research in Banking even before nationalisation.
1969 Bank had 306 branches at the time of nationalisation of which 66%
were in Rural and Semi Urban centres. Opened a branch at Port Blair
in Andaman and Nicobar islands
1970 First Staff Training College started at Head Office
1971 First specialised branch in Foreign Exchange opened at Delhi.
1972 Opened a branch at Lakshadweep islands
1976 First overseas branch opened at London on 17.8.76.
1983 Took up management of Al Shabei Finance and Exchange Co. in
Doha
1984 Took up management of Musandam Exchange Co. in Muscat
1984 1000th branch opened at Delhi Hauz Khas
1989 1500th branch opened at Kanakumbi
1991 First Specialised Industrial Finance Branch opened at Mumbai.
1995 First Specialised Housing Finance Branch opened at Mangalore
1999 Bank raised Capital of Rs.125 Crore in Oct.1999 from more than 4
lakh shareholders
2000 First Specialised Capital Market Services branch opened at Mumbai
2001 First branch under CBS (Core Banking Solution) started operation at
Bangalore.
2002 Centralised Banking Solution under the brand name "Syndicate-e-
banking" launched at Delhi, Mumbai, Bangalore and Manipal.
2003 Bank enters into MOU with Bajaj Allianz for distribution of Life
Insurance products.
2003 Toll Free Voice Mail System for redressal of grievances introduced.
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2004 Bank ties up with United India Insurance Co. Ltd. for distribution of
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Non-Life Insurance products
2004 Utility bill payment services through Internet banking introduced.
2005 Introduced On-line reservation of Railway Tickets through Indian
Railway Catering & Tourism Corporation Ltd. (IRCTC) for Internet

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2.6.GROWTH OF BANK
On the back of robust growth in treasury income, Syndicate Bank’s net profit saw
a three-fold rise this quarter to Rs 261.56 crore compared with Rs 87.89 crore in the
corresponding quarter of the last financial year. The total income of the bank increased 30
per cent, driven mainly by an almost 10-fold increase in treasury income at Rs 270.24
crore (Rs 28.38 crore). Its net interest income stood at Rs 585.71 crore (Rs 503.27 crore),
up 16 per cent.
An increase of 41.97 per cent in core deposits has also aided the bank, which has
reduced its dependence on high-cost deposits by about 42 per cent. “We will focus more
on growth of low-cost deposits, core deposits, reducing dependence on high-cost deposits
and substituting them with core deposits,”
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The bank’s cost of deposits was 6.62 per cent (6.92 per cent). The focus will also be on
“better liability management through overall reduction in cost of deposits,”
2.7 COMPETITORS FOR THE BANK
 SBI
PNB
 Bank of Baroda
 Bank of India
 Union Bank
 Indian Bank
 Oriental Bank
 Central Bank
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2.8 SWOT ANALYSIS:
STRENGTHS:
1. The bank is a pioneer in introducing several initiatives such as agricultural financing and
door-to-door banking, which are now recognized as benchmarks by the industry.
2. So far, the bank has won 25 awards for its excellence in providing banking services. It
also offers a wide range of products to serve various needs of its customers.
3. The bank is the first public sector bank to provide BPO services and is also ISO
certified.
4. The bank is well aware of its social responsibility and has been actively involved in the
development of the society since its inception.
5. Pan India pressure.
6. Strong rural presence: This is key strength of Syndicate Bank as it has strong.
7. Presence in the rural India: Rural India is having big growth potential as the urban
areas are becoming saturated and is facing stiff competition.
8. Implemented IT across the branches.
9. Centralized banking system.
10. Government owned bank: This guarantees in today’s circumstances the safety of the
deposit and excessive regulations of the government prevent it from taking speculative
position.
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WEAKNESSES:
1. Increasing NPA
2. Poor qualification of many employees
3. It has just started implementing its core banking solutions across many of its branches.
Many public sector banks have made much progress in this area.
4. Not present in big way in urban areas.
5. Bureaucratic culture still prevailing in the bank,
6. Excessive government regulation is hindering the pace of expansion
OPPORTUNITIES:
1. It has created a good customer base and it is time that it leverages on this strength to
cross sell and up sell its various products to them.
2. Expansion prospects in retail, SME and agricultural sector.
3. The Bank should enhance its technological capabilities to differentiate products and
services from those of its competitors and continue to implement its Core Banking
Solutions plan.
4. The Bank should also expand its presence in international liberalization.
5. Liberalization of banking sector in 2009 will force the government to de regulate the
sector.
6. Indian bank will have the opportunity to go abroad.
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THREATS:
1. Increasing competition posed by global and private sector banks.
2. The excessive time taken by the government to give compensation because of the
recent loan waiver announced in the March 2008 Finance Budget.
3. Better performance by private sector banks as well as some of its public sector
counterparts
4. Coming of MNC bank post April 2009.
5. Ongoing economic recession.
6. Government regulation
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REVIEW OF LITERATURE
3.1 Methodology of literature review
The review of literature is conducted to analyze various factors for Job rotation
at syndicate bank Hassan. The book and article of various authors are referred to find
out the kinds of methods which are suited for rating job rotation level. The research has
searched many books on Job rotation to collect the literature about the Hassan.
The information collected was confined to the journals published about the human
resources management.
The review of literature helped the research to confine the survey in better and
extensive manner. It should help to research for finding and getting deeper into the topic.
For this purpose the abstracting and indexing journals and published biographies and
unpublished biographies are first to go.
3.2 Evolution of human resources management
Human resource, a relatively new term emerged during the 1970’s. Many people
continue to refer to the discipline by its older, more traditional titles, such as personnel
management or personal administration.
The trend is changing. The term now a day used is human resource management.
Coming to the evolution of HRM as a subject, it may be stated that concern for the
welfare of workers in the management of business enterprises has been in existence since
ages. Kautilya’s arthashastra states that there existed a sound base for systematic
management of resources during as early as the 4th century BC. These processes took
momentum only when government took active measures during resent passed by various
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rules and regulations under industrial dispute act and related acts. However the employees
will have various reasons to deviate from this. When the growth of the industry is
distributed due to irregularity of the employees, government showed interest in the
operation of public sector enterprises and provided systematic procedures for regulating
employer- employee relationships.
3.3 HUMAN RESOURCE MANAGEMENT
The term human resources spell the total sum of all components (like skill,
creative abilities) possessed by all employees and other person (like self employed,
employees, owners etc.,) who contribute their services to attain the organizational
objectives and goals. Human resource include human values, ethos.
3.4 DEFINITION:
“Human resource management aims to improve the productive contribution of individuals
while simultaneously attempting to attain other societal and individual employee
objective”.
Human resource management is concerned with the people who work in the
organization to achieve the objective of the organization. It concerns with the acquisition
of appropriate human resources, developing their skills and competencies, motivating
them for best performance and ensuring their continued commitment to the organization
to achieve organizational objectives.
This definition applies to all types of organization. For e.g., industry, business,
government, education, health or social welfare of the people. Human resource
management refers to activities and functions designed and implemented to maximize
organizational as well as employee’s effectiveness.
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3.5 Scope of human resources management:
The scope of human resource management is vast. All major activities in the
working life of the employees from time of his entry into the organization until he leaves,
retires come under the preview of human resources management.
Employees in an organization work not as individuals but as group interactions,
employees come to work place and bring not only technical skills, knowledge but also
their personal feelings desires, motives, attitude and values.
The HR manager plays a crucial role in understanding the changing basic needs of
the organization and developing to meet such changes.
3.6 Objectives of human resources management:
The primary objective of HRM is to ensure the availability of a competent and
willing workforce to an organization specifically; HRM objective are four folds- societal,
organizational, functional and personal.
 Societal objective:
To be ethically and socially responsible to the needs and challenges of the society
while minimizing the negative impact of such demands upon the organization.
 Organizational objective:
To recognize the role of HRM in bringing about organizational effectiveness.
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 Functional objective:
To maintain the department’s contribution at a level appropriate to the organization’s
needs.
 Personal objective:
To assist employees in achieving their personal goals, at least in so far as these goals
enhance the individual’s contribution to the organization.
The other objectives of human resources management include:
1. To provide, create, utilize and motivate employees to accomplish organizational goals.
2. To secure integration of individuals and groups in securing organizational effectiveness.
3. To create opportunities, to provide facilities, necessary to individuals and groups for their
growth with the organization by training.
4. To provide attractive, equitable, incentives, rewards, benefits, social security measures, to
ensure retention of competent employees.
5. To maintain high moral, encourage value systems and create environment of trust,
mutuality of interests.
3.7 Functions of HRM:
 Identifying and developing person
The success of every organization depends upon the quality of persons it employs.
HRM helps in spotting right person for the right job. Persons are prepared for taking up
different jobs. Every person may not be suitable for certain jobs. Persons are assigned
jobs as per their aptitudes. Persons are given right type of training so that they are able to
develop their potentialities to the maximum. They are also motivated to give their
maximum to the organization.
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 Retaining suitable persons
The rapid development of technology is throwing new challenges everyday.
Modernization of various techniques, computerization of data processing, introduction of
micro-process controlled machines, revolution in communication techniques have
resulted in a demand for trained and highly skilled persons. HRM not only helps in
procuring suitable persons but is also useful in retaining them.
 Creating work culture
HRM approach emphasizes the development of employee’s potentialities and
using it for achieving organizational goals. The aims and priorities of individual workers
are given due weight age in the schemes of the organization. Human resource policy is
backed by human values, understanding and concern for the welfare of people. The work
culture in the organization improves; people feel satisfied and enjoy their work.
 Educating managerial personnel
HRM approach will succeed only when managerial personnel change their attitude
towards workforce. There is a need to educate executives, managers and to top
management regarding various aspects of the human resources approach adopted in the
organization.
 Conducting research
HRM will be successful only if we know the aspirations and expectations of various
persons working in the organization. The framing of human resource policies, strategies
and approaches depend upon the information collected through research.
 Developing a communication system
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There is a need to develop downward, upward and lateral communication in the
organization. HRM develops a system of communication where policies of the
management are properly communicated to the lowest level of hierarchy and feedback
from lower is conveyed to the management. Communication system helps in
understanding the view points each other and taking up remedial steps, if needed.
3.8 Nature of human resource management
 Integral part of the process of management
HRM is embedded in the organizational structure of an enterprise, is inherent in its
functioning and is an integral part of the process of management itself. Human resource
management cannot be separated from the basic management function. This function is
performed by all the managers throughout the organization rather than by the personnel
departments.
 Comprehensive function
The main function of HRM is to manage people at work. It is a comprehensive
function which covers all types of people at all levels in the organization. In other words,
it applies to workers, supervisors, offices, managers and other type of personnel in the
organization.
 Pervasive function
HRM is comprehensive as well pervasive. It is inherent in all organizations at all
levels. It is not confined to industry alone. It is equally useful and necessary in
government, armed forces, sports organizations and the like. It applies in all the
functional areas e.g., production, marketing, finance, research etc. recruitment, selection,
development and utilization of people is an integral part of any organized effort.
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 People oriented
Human resource management is a people oriented function and is concerned with
employees as individuals as well as groups. It deals with human relationships within an
organization. It is a process of finding out optimum arrangement between individuals,
jobs, organizations, and environment.
 Continuous process
Human resource management is a continuous process. It is not a one shot function,
rather it is a never ending exercise.
 Science as well as art
HRM is a science as it contains an organized body of knowledge consisting of
principles and techniques. It is also an art. Handling people is one of the most creative
arts. It involves the application of theoretical knowledge to the problem of human
resources. Thus, it is a science as well as an art.
 Recent origin
As compared to other areas of management, human resource management is a
comparatively young discipline. It started in the later parts of the nineteenth century.
 Interdisciplinary
In modern times human resource management has become a highly specialized job.
Moreover, it is not an isolated subject, it is interdisciplinary. It involves application of
knowledge drawn from several disciplines like sociology, anthropology, psychology,
economics etc.
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3.9 Need for HRM approach
Human resource management helps in creating a better understanding between
employees and management. It helps in accomplishing individual and organizational
goals. HRM is considered essential due to the following reasons:
 Better industrial relations
There is widespread unrest, strained worker-management relations, lack of confidence
in each other, rising expectations of workers, emergence of militancy in trade unions etc.
These factors have created a gap among workers and management. In the absence of
cordiality in and organization the performance of workers is adversely affected. HRM
approach is required to create proper understanding among workers and management.
The workers are developed to meet their individual and organizational goals.
 Develop organizational commitment
There is a humanization of work environment in industrialized countries like Japan,
U.S.A., Germany etc. globalization of economy has exposed Indian industries to
international competition. An improvement in efficiency and quality of work can only
when workers develop organizational commitment. HRM approach helps in developing a
sense of pride for the organization among work force.
 Coping with changing environment
The business environment is rapidly changing. Technological improvement have
revolutionized production procedures. Automation has been introduced in office
operations. Better communication channels have revolutionized vital areas. Of business.
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There is a need to cope with new and changing situation. The operational efficiency of
employees must improve to face the new situation.
 Change in political philosophy
Political philosophy has undergone change all over the world. The new approach is to
develop human resource properly for making its better use. In India, central government
has named a ministry as human resource development and put it under a senior minister.
This development shows the importance given to human resource.
 Increased pressure on employee
The technological changes have necessitated the use of sophisticated machines. The
installation, monitoring of machine, maintenance and controlling of operations need
trained and skilled people. There is a regular need for training and development of people
for coping with the emerging situations. Human resource development has become
essential for every organization. Research and fresh initiatives in industry require new
policy of human resource development.
System approach to HRM:
An enterprise cannot work in isolation. It depends on its external environment.
It is a part of large system such as industry to which it belongs, the economic system and
the society. The enterprise receives the inputs, transforms them and exports the output to
the environment. The inputs from internal environment include people, capital,
managerial skills, technical knowledge etc. various groups of people too make demands
on the enterprise, e.g., employees want higher wages, stable employment, promotional
avenues, consumers demand good quality products at reasonable prices,shareholfders
except higher returns and appreciation of their stock holdings, government wants timely
payment of taxes and compliances of various inputs into outputs .Though the managers
do not have control over the external environment, still they have to respond to it .The
enterprises has to adjust its working in such a way that it is able to use the environment to
its advantage .In order to carry out its operations effectively a business generally creates
certirain departments which are known as subsystems. The important subsystems of the
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business firm are human resources systems, production system, marketing systems,
finance system, research and development system.
Human resources system can be further classified into the following:
 Recruitment and selection
 Training and development
 Compensation
 Employees welfare and service
 Personnel records and research
All the subsystems must be properly integrated and closely co-ordinate so
that the entire system functions as an integrated whole in accomplishing objectives for
which the business has been set up.
3.10 Limitations of human resource management:
HRM approach is very useful work culture in the organization but still it suffers from
certain limitations:
 Recent Origin
HRM is of recent origin .So it lacks universally approved academic base. Different
people try to define the term differently. Some organizations have named their traditional
personnel management department as human resources management department.
 Lack of Top Management Support
HRM must have the support of the top level management .The change in attitude at the
top can bring good results while implementing HRM. Because of passive attitude at the
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top, this work is handled by personnel management people .Unless otherwise there is a
change in approach and attitude nothing spectacular is going to happen.
 Improper Implementation
Human resources management should be implemented by assessing the training and
development needs of employees.
The needs and aspirations of people should be taken into account while framing human
resources polices.HRM is implemented half –heartedly. The organizing of some training
programs is considered as the implementation of HRM. Management’s productivity and
profitability approach remains undisturbed in many organizations.
 Inadequate development programmers:
HRM requires implementation of program such as career planning, on the job training,
development programs; counseling etc. there is a need to create an atmosphere of learning
in the organization. In reality HRM programs are confined to class room lectures and
expected results are not coming out from this approach.
 Inadequate information:
Some organizations do not have requisite information about their employees. In the
absence of adequate information and data base, this system cannot be properly
implemented. There is a need to collect, store and retrieval of information before
implementing human resource management. The liberalization of economy, entry of
multinationals in all markets, rising of quality standards of Indian goods, growing
competition will all put pressure on human resources of every organization. Managements
will be required to constantly assess and reassess competence levels of their employees.
Training and development programs will be needed to motivate personnel to cope with
the new requirements. Human resource management will have a pivotal role in managing
the business in near future.
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3.11 Introduction about Job Rotation.
Job rotation is an approach to management development where an individual is moved
through a schedule of assignments designed to give him or a breadth of exposure to the
entire operation.
Job rotation is also practiced to allow qualified employees to gain more insights into the
processes of a company, and to reduce boredom and increase job satisfaction through job
variation.
The term job rotation can also mean the scheduled exchange of persons in offices,
especially in public offices, prior to the end of incumbency or the legislative period. This
has been practiced by the German green party for some time but has been discontinued.
At the senior management levels, job rotation - frequently referred to as management
rotation, is tightly linked with succession planning - developing a pool of people capable
of stepping into an existing job. Here the goal is to provide learning experiences which
facilitate changes in thinking and perspective equivalent to the "horizon" of the level of
the succession planning.
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For lower management levels job rotation has normally one of two purposes:
promotability or skill enhancement.
In many cases senior managers seem unwilling to risk instability in their units by moving
qualified people from jobs where the lower level manager is being successful and
reflecting positively on the actions of the senior manager.
Many military jobs use the job rotation strategy to allow the soldiers to develop a wider
range of experiences, and an exposure to the different jobs of an occupation.
Meaning of job rotation
Job rotation means rotating staff members who are doing similar jobs but at different
units.
Definition of Job rotation
Job rotation is a part of career development.
Job rotation involves assigning employees to various jobs, so that they acquire a wide
base of knowledge and skills.
3.12 What is Job Rotation?
Job rotation involves the movement of employees through a range of jobs in order to
increase interest and motivation.
Job rotation can improve “multi-skilling” but also involves the need for greater training.
In a sense, job rotation is similar to job enlargement. This approach widens the activities
of a worker by switching him or her around a range of work.
For example, an administrative employee might spend part of the week looking after the
reception area of a business, dealing with customers and enquiries. Some time might then
be spent manning the company telephone switchboard and then inputting data onto a
database.
Job rotation may offer the advantage of making it easier to cover for absent colleagues,
but it may also reduce' productivity as workers are initially unfamiliar with a new task.
3.13 Why is Job Rotation Important?
Job rotation is seen as a possible solution to two significant challenges faced by business:
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1) Skills shortages and skills gaps, and
2) Employee motivation
3) Skills shortages occur when there is a lack of skilled individuals in the workforce.
4) Skills gaps occur when there is a lack of skills in a company’s existing workforce
which may still be found in the labor force as a whole.
Benefits of Job Rotation
• It provides the employees with opportunities to broaden the horizon of knowledge, skills,
and abilities by working in different departments, business units, functions, and countries
• Identification of Knowledge, skills, and attitudes (KSAs) required
• It determines the areas where improvement is required
• Assessment of the employees who have the potential and caliber for filling the position
Job rotation::When to use it
• To broaden an individual's knowledge of other functions and departments in the
organization.
• To prepare an individual for career advancement.
• To maximize an individual's exposure to customers by moving him or her into
positions that requires customer interaction.
• To motivate and challenge an individual who has been on a job for a long time.
Job rotation::How to use it
• Link job rotation to the organization goals and individual learning needs.
• Establish expectations and learning goals with the individual before the job rotation.
• Check with the individual periodically to ensure expectations are being met.
• At the end of the job rotation, meet with the individual to discuss lessons learned, how
these lessons can be applied to the individuals current jobs.
Job rotation::Merits
• Improves participant’s job skills, job satisfaction.
• Provides valuable opportunities to network within the organization.
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• Offers faster promotion and higher salaries to quick learners.
• Lateral transfers may be beneficial in rekindling enthusiasm and developing new
talents.
Job rotation::Demerits
• Increased workload for participants.
• Constant job change may produce stress and anxiety.
• Mere multiplications of duties do not enrich the life of a trainee.
• Development costs may shoot up when trainees commit mistakes, handle tasks less
optimally.
Application of job rotation
For lower management levels job rotation has normally one of two purposes: promotion
or skill enhancement.
This approach allows the manager to operate in diverse roles and understand the different
issues that crop up.
Basic benefits of Job Rotation
• It determines the areas where improvement is required.
• Assessment of the employees who have the potential and caliber for filling the position.
• It provides the employees with opportunities to broaden the horizon of knowledge,
skills, and abilities by working in different depts., business units, functions…
• Identification of Knowledge, skills, and attitudes (KSAs) of each employee required.
• Job rotation can lead directly to the accelerated development of new members of staff.
• Cross-functional job rotation can be a powerful way of developing organizational high-
fliers.
3.14 Benefits of Job Rotation.
• Raises intrinsic reward potential of a job: Job Rotation is likely to raise intrinsic
reward potential of a job due to different skill and abilities needed to perform it. A worker
becomes a broader based versatile worker due to job rotation. Management gets the
benefit of job rotation because workers become competent in several jobs rather than only
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in one job. Staff adjustment in different department is possible easily due it the practice of
job rotation.
• Beneficial to the organization: Due to job rotation, the organization stands to gain
because of the versatility of its employees who develop skills due to job rotation. It
develops a common culture because of wide and common exposure to workers.
• Worker becomes competent in several jobs: Due to job rotation, workers know about a
variety of jobs. It also facilitates personal growth of employees and makes the workers
more useful and valuable to the organization. The organization stands to benefit as the
workers become competent in several jobs. As and result, the management gets
employees who can perform a variety of tasks to meet contingencies Improves inter-
departmental co-operation: Periodical job rotation improves inter-departmental co-
operation. Employees understand each other’s problems properly and this facilitates co-
operation among them.
• Motivates employees: Job rotation technique is used for motivating employees in the
organizations. It is suggested as a motivational strategy.
• Reduce Boredom: Job rotation reduce boredom and disinterest among employees. Due to
job rotation, a given employee performs different jobs of more or less the same nature.
The employee gets some variety of work, workplace and peers.
• Develops wide skills among workers: job rotation develops and wide range of skills
among employees. It broadens knowledge and skills of an employee. Personal worth of
employee also improves.
3.15 Job Rotation: Job rotation, unlike a typical management assignment, is a work
change by mutual agreement wherein the employee, who is generally not in the
supervisory chain of the position, takes on a new role for some period of time agreed to in
advance by the parties. The ideal situation for a job rotation is one that is cross-divisional
or cross-departmental. It is not intended to be a vehicle for promoting employees into a
position. Successful assignments can result in the following benefits:
• Improved retention of high performers
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• Increased teamwork
• Greater innovation and creativity
• Prevention of job boredom and burnout
• Improved employee understanding of college operations and strategic issues
• Increased learning capability of the organization
• Improved organizational communication
Policy: In its continuing efforts to improve the quality of the work environment, retain
high performers, and provide greater accountability and leadership opportunities for
employees at all levels, the college will facilitate approved job rotation assignments in
related and unrelated areas. Such assignments will provide educational and learning
opportunities designed to improve employee job performance and develop employee
potential in current or prospective positions consistent with the college’s mission and
strategic initiatives.
Employees desiring a job rotation assignment will develop a plan for its execution. The
assignment will be contingent on the approval of the supervisor(s), including the
department head, of the department(s) affected. Job rotation assignments do not impact or
change the basic terms and conditions of employment and may be terminated for any
reason, at any time, by management. The parties to the job rotation assignment must
agree to the Plan’s conditions and terms prior to its effective date. Some of the factors to
be considered are workload, organizational priorities, existing talent, and budgetary
constraints. Due to the many variables associated with the design of a Job Rotation Plan,
employees are encouraged to consult with the Human Resources Office (HRD) regarding
specific proposals utilizing the following checklist.
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3.16 Job Rotation Plan Check List
Employee’s performance in current job:
Solid performance in current job is important because the opportunity to learn new
skills through a job rotation assignment is predicated on the assumption that employees
have mastered the Skills required of their current position. Employees in a probationary
status or at less than a “meets” level of performance are not eligible to participate.
Documentation of employee’s current job tasks:
Has the employee documented current job processes and procedures in a manner
that will enable another employee to assume those tasks without undue loss of efficiency
and customer service? A Plan that fails to adequately address how the work will be
accomplished in the current position will result in an unfavorable decision.
Documentation of employee’s current job tasks:
such as reassignment to a position that unexpectedly becomes vacant).
Alternatively, the employee may identify an opportunity for job rotation through
exchanges utilizing existing staff. Defining the plan includes how the work will be
accomplished and by whom. It precedes the next step—gaining acceptance for the plan.
Plan Approval:
Rotations that cross departments necessitate the support of management in both
areas. Stating the benefits to each and articulating in detail how the work will be
accomplished without significant loss of quality is critical to gaining acceptance of the
Plan. All Plans must be approved by HRD.
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Budget Impact:
Check with HRD for input as needed. Salary adjustments may or may not be
triggered by the Job Rotation Plan depending on current responsibility, salary level, and
the nature of the new assignment.
Timing: State when the proposed job rotation assignment will begin and end.
Performance Evaluation:
The employee will be evaluated by the gaining supervisor on performance at the
completion of the assignment. This evaluation will be included in the employee’s
subsequent annual performance evaluation.
Salary Adjustments:
Any salary adjustments made as a result of the job rotation will be reversed when
the affected employee(s) return to their prior duties. Annual performance evaluations and
pay increases tied to those evaluations will be applied to the annual salary in effect
preceding the job rotation assignment.
3.17 Eight Points Need to Consider About Job Rotation
1. Proactively manage job rotation as a component of training and career-development
system. Job rotation may be especially valuable for organizations that require firm-
specific skills because it provides an incentive to organizations to promote from within.
2. Have a clear understanding of exactly which skills will be enhanced by placing an
employee into the job-rotation process. Address skills that aren't enhanced by job rotation
through specific training programs and management coaching.
3. Use job rotation for employees in nonexempt jobs, as well as for those in professional
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and managerial jobs. Job rotation may be of great value for developing employees in all
types of jobs.
4. Use job rotation with later-career and plateaued employees, as well as with early-
career employees. Some organizations may have the tendency to rotate employees too
fast in early-career stages and too slow in later-career stages. Job rotation can be a good
way to reduce the effects of the plateauing process by adding stimulation to employees'.
5. You can use job rotation as a means of career development without necessarily
granting promotions-so it may be especially useful for downsized organizations because it
provides opportunities to develop and motivate employees.
6. Give special attention to the job rotation plans for female and minority employees.
Recent federal equal employment opportunity legislation has recognized the importance
of job rotation to promotional opportunities when examining the limited representation of
minorities and females in executive jobs (called the "glass ceiling" effect). Title II of the
Civil Rights Act of 1991 has ordered a commission to study the barriers and opportunities
to executive advancement, specifically including job-rotation programs.
7. Link rotation with the career development planning process so that employees know
the developmental needs addressed by each job assignment. Both job-related and
development-related objectives should be defined jointly by the employee and the
manager when the employee assumes a new position. The rate of rotation should be
managed according to the time required to accomplish the goals of the job and the time
required to achieve the developmental benefits of the job. The advantage of this approach
is that both the employee and the manager will have a clear understanding of expectations
and the required tenure on the job will be related to predetermine outcomes. Job rotation
should be perceived as voluntary from the employee's point of view if it's going to have
the intended developmental effects.
8. Implement specific methods of maximizing benefits and minimizing costs of rotation.
Examples include increasing the benefits of organizational integration and stimulating
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work by carefully selecting jobs, increasing career and awareness benefits by ensuring
that they're reflected in the development plans, decreasing workload costs by managing
the timing of rotations, decreasing learning-curve costs by having good operating
procedures, and decreasing the dissatisfaction of co-workers by helping them understand
the role of job rotation in their own development plans.
Job rotation needs to have a staged introduction:
Exploration:-
Job rotation should be initiated only after there has been an ergonomic assessment and
engineering solutions to musculoskeletal risk factors have been implemented. In
particular, it should be initiated only after the peak loads have been addressed. Job
rotation can work with jobs with similar levels of risk and difficulty. It can be used to
provide variety in jobs that are highly repetitive and monotonous or jobs that can be
adjusted to different workers.
Planning:-
The jobs, sequencing, and supervision should be planned to accommodate foreseeable
circumstances such as a range of training, skills, and capacities of workers in the rotation
sequence. The reintroduction of injured workers should in particular be considered.
Training:-
An important and often forgotten requirement is the need for retraining. There needs to
be an adequate training and a phase-in time.
Implementation:-
There is the potential for a decrease in quality and productivity at start up, and initial
difficulties in formalizing the schedule. These need to be planned for.
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Evaluation;
It is important to treat each new job rotation as if it was a pilot study. Given the difficulty
of performing controlled evaluations of job rotation effectiveness in each workplace, it is
suggested to measure a baseline of what the situation was like before the rotation
(injuries, , worker satisfaction, absenteeism, etc.) so that you can have a before and- after
picture of the effect. Another way to assess the effectiveness would be to monitor the
effect on the workers who were being rotated out of the “easy” jobs; use them as the
“canaries” to make sure that the rotation was not increasing output.
3.18 Job Rotation System
Introduction
There are many reasons for implementing a job rotation system, including the
potential for increased flexibility in production, increased employee satisfaction and
lower MSD rates. However, establishing a rotation system that properly determines job
rotations and monitors their safe use is not a simple task. There are many issues to
consider and no official protocol or methodology to call upon. The successful
implementation of a program requires teamwork from all parts of the organization,
including management, union, medical providers, and especially the employees
themselves.
Many job rotation systems have failed because of lack of planning and lack of foresight
into the problems and shortcomings of rotation. It can prove more difficult than it might
seem at first glance, since it involves changing the organizational structure of an entire
facility.
The following materials provide systematic guidance for setting up a rotation system.
This guidance should be viewed as a starting point for further discussion by workplace
personnel.
Roadblocks
There are two major categories of roadblocks that are often encountered in setting
up a job rotation system:
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Cultural issues: The first sets of difficulties are associated with the challenge of
changing the work structure and not from the job rotation in and of itself. Examples of
problems include experienced workers not wanting to learn new types of work
Employees not wanting to “lend” their equipment to others
Pre-existing differences in wage levels among employees whose jobs are to be rotated
High-seniority employees who have “paid their dues” working at difficult jobs may
believe that they have earned their right to easier jobs and may resist going back to more
difficult work.
Practical problems of physically getting from one job to the next
Rotation issues: The other set of difficulties have to do with issues surrounding the
rotation schedule itself:
1. Difficulties in finding appropriate jobs to rotate to (for the goal of reducing
MSDs)
2. Difficulties for employees in learning the subtleties of some tasks and thus end up
increasing the physical demands.
3. Inability of some employees to be physically able to perform the most difficult
tasks.
4. Education and training of workers for new jobs
5. Inconsistency of application
3.19 Basic Limitation
Job rotation alone does not change the risk factors present in a facility. It only distributes
the risk factors more evenly across a larger group of people. Thus, the risk for some
individuals can be reduced, while the risk for others can be increased. However, there
will be no net change in risk factors present. This can be shown in the following graph.
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When employees rotate between two jobs the risk exposure can be thought of as being
“averaged.” Job rotation may drop the average to within a safe level, or raise the whole
group in excess of safe limits. Unfortunately, it is not possible with current knowledge to
determine what the safe limit is. For this reason it is prudent to be cautious about job
rotation. Engineering changes should remain the goal of the ergonomics program.
3.20 Model Components
The Job Rotation model has three major components:
1. Company Development: - providing support in identifying training needs,
developing a company training plan, and obtaining agreement for the company to
employ a Job Rotation Trainee (JRT).
2. Workforce Development: - providing individually tailored learning programmes
for company employees, both in vocational skills appropriate to their current
employment and core skills to increase their overall employability. This would
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involve guidance, work based learning, vocational training and other learning
specific to the needs and interests of the individual and the SME. The main target
group for this activity could be workers who wish to improve their
literacy/numeracy skills, those without qualifications, or those with a poor history
of employment stability.
3. Job Rotation Trainee Recruitment & Placement: - providing previously
unemployed workers with a minimum period of 6 months paid work. Each JRT
will receive guidance, individual support, access to employment, training prior to
and during employment.
Further, inherent in these three fundamental strands are other components:
 Individual Guidance and Support - including counseling, training needs assessment, and
development of an individual action plan, utilizing a personal exploration approach.
Guidance sessions are made available throughout the beneficiaries’ period with the
project. Follow-up support during project participation and aftercare provision is also
available.
 Development of Personal Skills - including modules on how people learn,
communications, confidence and self-esteem building, basic literacy/numeracy skills
along with the range of interpersonal skills. The objective is to support the learner in
developing an interest and motivation to learn, and how to communicate and work with
other people. These courses are adaptable and learner-led, and forming the foundation for
the development of a lifelong learning focus.
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 Core Skills Development –could include units on basic ICT, Customer Care, Time
Management, Team Building, Mentoring, Equal Opportunities awareness and other areas
as identified in the needs assessment. Such a portfolio of learning programmes helps
participants to develop a range of transferable skills to increase their general
employability and effectiveness in the workplace.
 Work Skills – that is specific vocational skills related to employment or placement, which
can be company-customized non-certificated training, encouragement is given to plan
training that will lead to SVQ qualifications at Level 2 3 & 4.
3.21 Job rotation is a big motivator
The challenges of keeping a 21st century employee motivated at work
are vast. Today, an organization has very few options at hand, thanks to the ever
increasing competition.
Keeping an employee interested is not an easy job which is why employee retention is a
major challenge that most HR teams face. This is where ‘Job Rotation’ helps. Job
rotation has many advantages. One of them is that it keeps the employee interested in
his work as he gets different job profiles and his work does not become monotonous.
One of the other major advantages of job rotation is that it gives an employee a chance
to learn a lot more than he normally would. He becomes multi-skilled and this is an
asset that is always helpful.
For example, if an employee falls sick or is on leave and can’t report to work and if
there is a shortage of staff on a particular day, then thanks to the practice of job rotation,
an organization has enough skilled manpower to replace the employee temporarily and
take up his job. Many organizations use job rotation as a tool to curb absenteeism. The
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reason being, if an employee gets something new to learn, he would be more willing to
report to work.
Clearly, job rotation has a lot of advantages and one feels that every organization must
have it. However, every silver cloud has a dark lining. In order to ensure that job
rotation is done properly and efficiently a proper policy must be in place.
This is because a lot of employees may initially resist for job rotation as they may be
skeptical about it. This is why goal setting is very necessary in job rotation. This would
help in convincing an employee that this policy would be for his own benefit and they
would stand to gain a lot from it.
Job rotation ensures that an employee does not feel ‘stressed’ out from the job, as this is
a major issue that HR teams face today. To develop a good job rotation programme the
organization must assess its needs and requirements. This kind of a programme can be
used either for promotion, sideward movements or succession planning. Whatever the
need be, it should be clearly identified before making such a programme so as to help
the organization know in which direction it is moving.
Job rotation programmes are known to help an organization develop management talent
as well as it help in improving its competitive advantage over its rivals. It is a known
fact that for an organization to succeed it is of paramount importance to ensure that the
top management is very skillful and is aware of the happenings in the industry.
With so much competition today, decisions made by the top management can change
the fortunes of an organization drastically. Thus, whatever training and advantage that
can be given to them is an added bonus.
One of the most difficult issues that an HR team faces would be the criteria on which
job rotation should be done. The amount of experience, education, leadership
assessment as well as management preference has to be kept in mind. This makes it very
complex as a lot of details need to be looked into before selecting the right employee.
Employees with a good amount of experience generally are preferred as their experience
would help them adapt to different situations in a better manner compared to a fresher
who’s just joined the organization. What further works in the favour of an old employee
is the fact that he has been around for a longer time and thus is likely to feel cheated if a
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fresher was given a chance to learn something new before him?
Clearly job rotation has its advantages but making a fair policy for the same is not easy.
However, if the organization succeeds in doing this then it surely will have long term
benefits in the end, a fact that every organization needs to looks into..
Are you aware of the concept job rotation?
a. Yes b. No
Table No.4.1
Frequency Percent
Yes 18 60%
No 12 40%
Total 30 100
Graph No.4.1
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Interpretation: The above Graph shows the percentage of employees who are aware of
the program” Job Rotation”. From the data collected it can be analyzed that 60%
employees are aware about the concept of job rotation & 40% are not aware about the
concept of job rotation.
Is job rotation followed in your Bank?
a. Yes b. No
Table No.4.2
Frequency Percent
Yes 16 53%
No 14 47%
Total 30 100
Graph No.4.2
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Interpretation: The above Graph shows the percentage of employees who knows that
Job rotation is followed at the bank. From the data collected it can be analyzed that 53%
employees say yes and 47% employees say no respectively.
Do you think you can enhance your knowledge through job rotation?
a. Yes b. No
Table No.4.3
Frequency Percent
Yes 20 67%
No 10 33%
Total 30 100
Graph No.4.3
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Interpretation: The above Graph shows the percentage of employees who can enhance
their knowledge through job rotation. From the data collected it can be analyzed that 67%
employees say yes and 33% employees say no respectively.
Do you think job rotation will help you to build strong career?
a. Yes b. No
Table No.4.4
Frequency Percent
Yes 24 80%
No 06 20%
Total 30 100
Graph No. 4.4
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Interpretation: The above Graph shows the percentage of employees which job rotation
helps them to build a strong career. From the data collected it can be analyzed that 80%
employees say yes and 20% employees say no respectively
Have you ever undergone job rotation in your bank?
a. Yes b. No
Table No.4.5
Frequency Percent
Yes 20 67%
No 10 33%
Total 30 100
Graph No.4.5
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Interpretation: The above Graph shows the percentage of employees who have
undergone job rotation in bank. From the data collected it can be analyzed that 67%
employees and 33% employees say no respectively
Are you aware of the advantage and disadvantages of job rotation?
a. Yes b. No
Table No.4.6
Frequency Percent
Yes 15 50%
No 15 50%
Total 30 100
Graph No. 4.6
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Interpretation: The above Graph shows the percentages of employees are aware about
the advantages and disadvantages of job rotation. From the data collected it can be
analyzed that 50% employees say yes and 50% employees say no respectively.
Have you ever felt stress while working on a rotational basis?
a. Yes b. No
Table No.4.7
Frequency Percent
Yes 18 60%
No 12 40%
Total 30 100
Graph No.4.7
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Interpretation: The above Graph shows the percentage of employees who felt stress
while working on a rotational basis. From the data collected it can be analyzed that 60%
employees say yes and 40% employees say no respectively
Have you ever resented working in other department at your bank?
a. Yes b. No
Table No.4.8
Frequency Percent
Yes 13 43%
No 17 57%
Total 30 100
Graph No.4.8
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Interpretation: The above Graph shows the percentage of employees who have not
readily agreed to work in any department. From the data collected it can be analyzed that
43% employees say yes and 57% employees say no respectively
Do you think job rotation will reduce the boredom?
a. Yes b. No
Table No.4.9
Frequency Percent
Yes 21 70%
No 09 30%
Total 30 100
Graph No.4. 9
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Interpretation: The above Graph shows the percentage of employees who think job
rotation will reduce their boredom. From the data collected it can be analyzed that 70%
employees say yes and 30% employees say no respectively
Does job rotation results in job satisfaction?
a. Yes b. No
Table No.4.10
Frequency Percent
Yes 25 83%
No 05 17%
Total 30 100
Graph No.4.10
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Interpretation: The above Graph shows the percentage of employees who says job
rotation results in job satisfaction. From the data collected it can be analyzed that 83%
employees say yes and 17% employees say no respectively.
Was training offered to you before putting on a job rotation?
a. Yes b. No
Table No.4.11
Frequency Percent
Yes 20 67%
No 10 33%
Total 30 100
Graph No.4.11
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Interpretation: The above Graph shows the percentage of employees who offered them
training before putting on a job rotation. From the data collected it can be analyzed that
67% employees say yes and 33% employees say no respectively.
Will job rotation help you to come out of monotonous work?
a. Yes b. No
Table No.4.12
Frequency Percent
Yes 17 57%
No 13 43%
Total 30 100
Graph No.4.12
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Interpretation: The above Graph shows the percentage of employees which job rotation
helps to come out of monotonous work. From the data collected it can be analyzed that
57% employees say yes and 43% employees say no respectively.
Will job rotation help employees to improve their skills and expertise?
a. Yes b. No
Table No.13
Frequency Percent
Yes 23 77%
No 07 23%
Total 30 100
Graph No.4.13
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Interpretation: The above Graph shows the percentage of employees which job rotation
helps to improve their skill and expertise. From the data collected it can be analyzed that
77% employees say yes and 23% employees say no respectively.
Have you undergone any job rotation till date in your bank?
a. Yes b. No
Table No.4.14
Frequency Percent
Yes 28 93%
No 02 07%
Total 30 100
Graph No.4.14
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Interpretation: The above Graph shows the percentage of employees who have
undergone job rotation in their bank. From the data collected it can be analyzed that 93%
employees say yes and 7% employees say no respectively.
Do you feel training must be given before job rotation?
a. Yes b. No
Table No.15
Frequency Percent
Yes 25 83%
No 05 17%
Total 30 100
Graph No.4.15
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Interpretation: The above Graph shows the percentage of employees who feel training
must be given before job rotation. From the data collected it can be analyzed that 83%
employees say yes and 17% employees say no respectively.
Findings:
Job rotation concept should be followed in syndicate bank.
1. Majority of the employees are aware of the concept job rotation. This is a good
development.
2. The success of any organization depends on employee’s performance
3. Due to job rotation employees can enhance their knowledge and skills.
4. Job rotation is a good motivator.
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