Impact of Job Rotation on Staff Motivation: A Study of Senior Staff in the Registrar’s Department of the College of Technology Education, Kumasi

International Journal of Research and Innovation in Social Science (IJRISS) | Volume III, Issue VIII, August 2019 | ISSN 2454–6186

Impact of Job Rotation on Staff Motivation: A Study of Senior Staff in the Registrar’s Department of the College of Technology Education, Kumasi

Akua Ahyia Adu-Oppong¹, Debora Dufie Tabiri², Richard Kwadwo Mprah^3
1Centre for Competency-Based Training and Research, College of Technology Education, Kumasi- University of Education, Winneba, Ghana
²Department of Operations, College of Technology Education, Kumasi- University of Education, Winneba, Ghana
³Department of Human Resource, College of Technology Education, Kumasi- University of Education, Winneba, Ghana

Abstract:-The study investigated the perception of administrative staff on job rotation on senior staff in the Registrar’s department of a satellite campus of a multi-campus public university in Ghana. The research was to find out why some senior staff in the registrar’s department were reluctant to change to a new department after job rotation whilst others willingly agreed. The study adopted a descriptive study design. The stratified sampling technique was used to select respondents from the Registrar’s Department. The study found that staff job rotation was perceived to be enhancing the effectiveness of senior staff in the registrar’s department, and maintaining balance in staff strength among departments. Respondents also perceived that job rotation helped to maintain balance in staff quality among departments. The study found that the perception of senior staff in the Registrar’s department on job rotation influenced their drive to work.

Keywords: Job rotation, perception, effectiveness

I. INTRODUCTION

The dynamic nature of the internal and external environments of the tertiary education industry demands the adoption of an appropriate management approach or philosophy for a tertiary educational institution to remain competitive and relevant. Experience has shown that though individuals join and remain in organisations for a number of factors, the most important factors that attract, motivate and retain higher achievers/performers in organisations include providing the workforce with challenging tasks and equipping them with the requisite knowledge, competences, attitudes, behaviours, skills, experiences, creativity and other relevant attributes to perform their roles effectively (Saravani & Abbasi, 2013).

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