FACTORS AFFECTING JOB ROTATION AND THEIR IMPACT ON EMPLOYEES PERFRMANCE By TAUSEEF AHMAD DEPARTMENT OF MANAGEMENT SCIENCES CITY

UNIVERSITY OF SCIENCE & INFORMATION TECHN OLOGY PESHAWAR, PAKISTAN. SESSION 2010-11 FACTORS AFFECTING JOB ROTATION AND THEIR IMPACT ON EMPLOYEES PERFRMANCE By TAUSEEF AHMAD (HRM) Research Report is submitted to the City University of Science & Information Tec hnology in Partial fulfillment of the requirements for the Degree of Master in B usiness Administration (HRM) DEPARTMENT OF MANAGEMENT SCIENCES CITY UNIVERSITY OF SCIENCE & INFORMATION TECHNOLOGY PESHAWAR, PAKISTAN. SESSION 2010-11 FACTORS AFFECTING JOB ROTATION AND THEIR IMPACT ON EMPLOYEES PERFRMANCE APPROVAL S HEET This Research project is submitted in partial for fulfillment of the requir ement of the degree in Master of Business Administration, Department of Manageme nt sc iences, City University of science and information Technology Peshawar. Ap proved By 1) Supervisor: ___________________________ Danish Wasim 2) 3) Internal Examiner: Internal Examiner ________________________ ______ _______________________________

4) Head of the Department : ______________________________ (Prof. Dr. Jehanzeb) DEPARTMENT OF MANAGEMENT SCIENCES CITY UNIVERSITY OF SCIENC E & INFORMATION TECHNOLOGY PESHAWAR, PAKISTAN. SESSION 2010-11 Acknowledgement First of all, I am greatly thankful to all mighty Allah who gave me courage and spirit to conduct and to complete down this research paper. I wo uld like to thanks to respected head of the department of Management Science s S ir Dr. Muhammad JehanZeb for his encouragement and support throughout my rese ar ch projects as well as my whole MBA degree programmed. I want thanks to my super visor Sir Danish Wasim who supervised me with his hones t efforts and supported and encouraged me to conduct and complete this research report. The faculty memb ers of Management Sciences have contributed immensely to my personal grooming an d profession time at City University. They have been a source of courage and gui dance as well as good advice and collaboration. All my family members are worth to be thanked and for their encouragement and su pport. Abstract The research report investigated and examined the major factors that ca uses job rotation and to know the impact of job rotation on employees performanc e. Those factors were workload, and job carrier that how they affects the employ ees perfo rmance. The report was conducted on Pakistan telecom sectors (PTCL) at Peshawar khyber b azar Peshawar city. The report was made by choosing a sample of 32 employees out of 46 employees. The data was gathered by using a questionna ires that was distr ibuted in 32 employees and only 30 gives their feedback. Thi s report results shows a significant relation between job rotation factors a nd employees performance in Results and discussion chapter 5.

Table of contents CHAPTER 1 INTRODUCTION...01 1.1) Introduction. esis to be tested.................................................... ........20 Chapter 3 Research Methodology ................................................ ........... .....21 3.1) Source of data......................................... .................... .............22 3.2) Research Instrument................... .................................... ........22 3.3) Sample design.............. ................................................ ............22 3.4 Population/ Universe........................................................ ..........22 3. 5)Sample size................................................................. . .............23 3.6) Analytical Technique....................................... ................ .........23 Chapter 4 RESULTS AND DISCUSSION................... ....................................24 CHAPTER 5 Conclusions and Recommendations ..........................................28 5.1) Conclusions ........29 5 ............................................................ ...............30 A ppendix........................................................................ .................36 Questionnaire............................................... .................... ...............36

CHAPTER ONE INTRODUCTION 1.1) Introduction Job rotation is used by management to rotate human resources i n sequence of rela ted tasks to their present jobs. It is used to decrease the b oredom and to incre ase the motivation of employees by increasing their satisfac tion level. Job rot ation is also called job mobility, but mostly horizontal mob ility is termed as j ob rotation while vertical job mobility is known as Promoti on. Job mobility is u sed to develop employee's present KSA's level for a present jo b. It is used as a too l to reduce the work load. It is also brings promotion an d act as a tool for job carrier. Because employees in organization use job rotat ion as mobility ladder for promot ion. The politics to choose one job over the o ther results to increase in salari es and increments, reduction of workload, gai n of authority of decision making a nd power. Job rotation is used by management as a tool to give current employees on job training or to cross train them. Job rotation is used to give employees in order to improve their KSA's level if there is a vacant post appears then sudde n employment at that position may not be po ssible, management divides that job i n rotating employees to assign a task to e ach rotated employee in order to make that job to be done. This report shows tha t job rotation is good practice for or ganization as well as for employees. It a lso investigates the factors that caus e job rotation. 1.2) Research Questions 1 . How job rotation affects the performance of employee? 2. What factors bring ex citement and motivation in employees towards best p erformance in order to bring better performance after job rotation? 3. What are different factors causing jo b rotation and affecting performanc e? 1.3) Research Objectives 1. To know signi ficant relationship among job rotation and performance of e mployees. 2. To know what rotation factors brings excitement and motivation in employ ees towards be st performance in order to bring better performance after job rota tion. 3. To k now how different factors affecting job rotation and performance.

CHAPTER 2 LITERATURE REVIEW 2.1) Literature Review Their dullness is decreased through job variation and rot ated staffs are expose to the company's many functions processes (j Ortega 1999). Management uses job rot ation as a factor to extend the experiences of employees by using cross-training so that they know their strong and weak points (Erikson & Ortega, 2001). As Ouchi (1981) notes, "A lifetime job rotation applies to all employees in a la rge number Japanese companies. An electrical engineer may fro m circuit design to manufacture to assembly, a technician can work on another ma chine or in a diffe rent division every few years, and all managers will run thr ough all parts of th e business. "Based on case studies of several large steel m ills, Koike [1984, 63 -5] argues that job rotation was practiced in Japan for th e late 1950. Studies s how that job rotation has become widespread in other Japa nese industries as regu larly pursued, for example, a number of big companies li ke Toyota. Monden (1983) Possibly inspired by the economic success of Japanese c ompanies, t here is a growing interest in job rotation in the U.S. The literatur e aimed at m anager positions essays that job rotation, and recent research to p romote the wo rk of practices has found that many companies have established wor kplace transfo rmations that are a form of job rotation. Perhaps less known is t he practice of job rotation by local businesses. E-g job rotation was a regular practice durin g the nineteenth century in the organization of work in a joint p rominent Americ an religious movement called the United Society of Believers, co mmonly known as the Shakers, as evidenced by the diaries and the diaries of many Shaker members. Andrews [1963, 108-12], Brewer [1986, 81]). The study of these sources, Andrews [1932, 31] notes that "the daily diaries kept by many a brother or sister witnes

s the diversity of tasks and work was often part of daily routine, and expressio ns of satisfaction or relief as the chronicler was entering or leaving a partic u lar profession that a rotation system work brought. "Another well-known local co mmunity Kibbutz in Israel, job rotation has worked for many decades (Helman [ 198 8], Leiben stein [1989]). Although these examples do not exhaust the list of organizations that have carri ed out the work rotation, help to address some of the linkages between firms are different top were in completely different times , places and market structures. Among these interactions, we see them both as th e most important. The first is that each one of these companies has job rotation is part of a series of "unconv entional" characteristics. Example, Japanese com panies described as different ways of providing employment life, which is betwee n employees and management (or producers co-op), or a manag ement philosophy of "crazy people. (McCormick, Marshall [1987], and Miyazaki [1993]). Similarly, mun icipalities, bo th the Shakers and the kibbutz seek equitable principles of owne rship of propert y and distribution of production. This example clearly shows th e sharp contrast in properties between the companies that practice job rotation. Contractual and other companies with specialized workers were in traditional em ployer-employee r elationship with the company. The argument is also supported b y Osterman s [1994, 177] overview of innovative practices in manufacturing facil ities in the U.S., which revealed that although only 11.7% of the devices used o nly as a flexible job rotation practices, "inclu ding Centers dealing with at le ast one flexible working practice, 56.3% used job rotate. "The data on the effec t of job rotation is shown that some company's char acteristics are more likely th an the normal business practice for job rotation. The second commonality is that companies are moving work is referred to as innov ative. For example, in an att empt to take Japan s post-war economic success, Ao ki and Rosenberg [1989] empha size the success of Japanese companies in innovatio n and product development. T he Shakers also known to be both innovative and imag inative Williams [1957], Wh ite and Taylor 1904, ch. 17). A lack of work experience can be a major drawback for new graduates when applying for entry level positions, a nd even more so whe n there are few employment opportunities. This was the case i n the tight labor market conditions of the mid-1990s in South Australia, when th e trainee program was established at Flinders University Library by the then Uni versity Libraria n, Mr Bill Cations. As noted by Pamment, "the South Australian c limate saw a st agnant job market, offering limited opportunities for new graduat es. Many newly qualified librarians were employed as library assistants, an unqu alified entry level, with little opportunity to move to a professional position, either withi n or outside their organizations. (2008, p659). At the time of the trainee progra m s inception, it was not unusual for entry le vel librarian Vacancies to attrac t between 60 and 120 applications for a single position (Cati ons, n.d.). As the selection criteria for such positions in enviably required re levant experience , newly qualified librarians were unlikely to even be short-li sted for an inter view. This was an obvious concern for succession planning, with Cations stating that "if we could not find a place for them [new librarians] i n our organizatio n ... it would be detrimental to the long term development of o ur library an d the library profession." (n.d.) The trainee program was thus conceived to provid e new librarians "the chance of being competitive in the workforce" (Cations, 20 08, p2 4). Essentially, it allow ed new graduates the opportunity of an entry le vel librarian position without ha ving to compete with more experienced applican ts. It acknowledged the applicants' lack of experience by offering appointments at one level lower than the lowest l evel for experienced librarians, and then giv es them workplace learning through job rotations.

Job rotation is just one of the many workplace learning tools (Malinski, 2002). While there have been many definitions of the practice (as described by Earney a nd Martins, 2009), there is agreement that rotations occur amongst employees at the same level of responsibility within an organization for a fixed period of t ime. Job rotation schemes are often used with new graduate employees, especially in medium to large sized organizations, in preparation for appointment to a sub stantive post (Bennett, 2003, p7). Job rotation can be seen to promote employee learning (in that it makes employees more versatile) as well as employer learni n g (employers learn about individual employees' strengths through rotation) (Erik ss on and Ortega, 200 6, p653). However, it has been suggested that rotation is bet ter at building some skills over others; fo r example, it improves knowledge abo ut the organization more than technical expertise According to Campion, Mic hael Chera and Skin (1994) "mobility of job is lateral transport employees from one job to other in an organization. "Job rotation is used for the employment of an employee group on-the-job training. But there are other types of job rotatio n, if the daily work runs on ergonomic issues, and reg ularly runs for the appoi ntment and orientation. Job rotation in Japan since lat e 1950 and soon spread a broad in the world. He developed and incorporated as an active tool for the job market in Denmark in late 1980 and paid much attention t o as a joint developmen t between employers, unions and training institutions. No w there more and more companies have had job rotation in many countries. Even th e governments of some countries have job rotation as a tool for promoting employ ment. Many have stud ied the positive and negative effects of job rotation for co mpanies, and differ ences in job rotation practices different countries are compa red. We focus on a nother aspect of the job rotation: the contribution of job rot ation on human ca pital. Includes four aspects also beneficial effects on the acq uisition of huma n capital, the preservation of human chapter on the translation of human capital and develop human capital businesses. Job rotation is used to increase the lear ning of employees by shift them from on e job to another job by which they learn new skills and knowledge about the rota ted job. Three theories of job rotation that explains there leaning mechanism of employees are: employee learning theor y; Employer learning theory and the theor y of employee motivation. Employees le arn theory implies that employees running more knowledge and skills because they are exposed to a wider range of experienc es. The more the movement of workers, the more it learns. The learning theory is that the employer of the company its elf learn about their own employees through the rotation and find the job that a worker is better. The formal theory of inc entives on job rotation can motivate employees would otherwise bored and tired o f always the same tasks. These theo ries offer different predictions about the ty pes of workers are more likely to rotate and the nature of the companies' rotation is more likely the career's literat ure, like much of the literature in organizati onal behavior. Pfeffer, 1982, is dominated by a perspective that focuses on the individual or O rganization in is olation and argues either implicitly or explicitly from an effi ciency-oriented or value or goal attainment perspective. Thus, individual career choices are pre sumed to reflect individual goals, needs, personality, or intere sts. Hall, 1976 : Ch.2), and the applications literature deriving from such a foc us is Oriented to self-assessment and self-discovery procedures to enhance indiv idual Career planning. Crites, 1973; Hall, 1976: Ch.2; Strong, 1943. The organization's task is seen as o ne of defining the relevant abilities, which derive from the technica l requireme nts of work, devising screening and selection systems to pick the mo st able appl icants, and then devising training programs, job rotation, and prom otion ladders ~ that motivate and retain as well as develop skills in the workfo rce Hall, 1976: Ch.6; Schein, 1977; Schneider, 1976. The applications-oriented l iter ature Developing from this perspective focuses both on the analysis of jobs in t erms of Skill requirements and task attributes (McCormick and Tiffin, 1974 ; Schn

eider,1976: Ch.2)and on screening procedures(e.g.,BrayandGrant,1966;Hall,1976: C h.4), Promotion and job rotation practices(Katz,1982;PelzandAndrews,1966;Weliba n k, etal.,1978) and training and socialization efforts(e.g., Bassand Vaughan,19 66 ; Berlewand Hall, 1966; Morgan, Hall, and Martier, 1979; VanMaanen, 1982) to Produce a motivated and skilled workforce. The purpose of this chapter is to und erstand what is the relation between job rotation and job carrier? Following li t erature supports this question once inside the organization; employees are ass ig ned to specific positions With specific titles. They then face mobility prosp ect s that depend not only on their Own ability and motivation but also on the p lace of their specific job in job ladders and the overall status system of the o rgan ization. Some organizations promote primarily from within, others hire exte nsive ly from outside. Ceteris paribus, one's mobility chances inside an organizat ion ar e enhanced by its having promotion from within policies, as one then comp etes ag ainst a smaller number of candidates. One's chances are also better if the organiz ation is growing (Stewman and Konda, 1983) and if one's entering cohort w as compar atively small (for this argument on a societal level, see Easterlin, 1 980). Mobi lity prospects are affected not only by whether or not there is an in ternal labo r market, but also whether not one's own position is in such a labor m arket (e.g., Carroll and Mayer, 1986). The comment, that is a dead-end job implies that it doe s not lead to higher, more responsible, or better paying positions. Some jobs pr epare one for other jobs, and others do not. This has to do not on ly with the ob jective nature of the job, but also what kind of Career ladders a nd relationship s among jobs the organization has defined. It is an interesting example of the i ndividualistic, a structural bias in much of the mobility and c areers literatur e that almost without exception, studies of mobility focus on i ndividual attribu tes rather than the person's position and its place in the overa ll job structure I f mobility prospects are affected' by whether or not the organi zation has an inter nal labor market(DoeringerandPiore,1971)as well as by whethe r or not one's job is in a ladder leading to higher level positions, then it is im portant to understan d `both the determinants of internal labor market arrangement s as well as the fact ors affecting the shape and scope of career ladders. To th is point, there has be en only limited attention to these questions, both of whi ch have political eleme nts in their answers. Pfeffer and Cohen (1984) examined the determinants of the extent of internal lab or market practices in a sample o f almost 300 organizations in the San Francisco Bay area. They found that such p ractices, Including promotion from Within and h iring from the outside only in a few, limited positions, were positively related to the organization's having a pe rsonnel department ,to its being a branch establ ishment, to the degree of techn ological change and training provided, and to its being in the core sector of th e economy. Internal labor market arrangements wer e negatively related to the pe rcentage of the workforce covered by collective ba rgaining. As in the case of h iring standards, the influence of two important int erests, personnel profession als and unions, is evident. In analyzing the structu re of jobs and whether or n ot jobs are placed job ladders, there is some evidenc e for the importance of th e politics of gender. Baron, Davis-Blake, and Biel by (1986) analyzed job ladder s in 100 establishments in Ca lifornia . At the establishment level of analysis, they found that the presence of job ladders tended to be positively related to size, to being linked to a lar ger establishment, to the provisions of establish ment-specific training, and to being in the manufacturing sector. Internal labor market practices were negative ly related to the use of unit technology and to the percent of professional, tec hnical, and managerial jobs. Their study did no t replicate the Pfeffer and Cohen finding of the negative effect of unionization . However, further analysis by th e authors indicated that establishment-level f actors only basically distinguishe d between those places with any internal labo r market practices and those with n one, and did not correlate well with the deg ree of internal opportunity. Baron, etal.(1986) then proceeded to analyze the pl ace of jobs in career ladders at the job level of analysis, examining as depende nt variables things such as w hether or not a job was in a career ladder, whethe r or not the job was on the bo ttom of such a ladder, and whether or not the job was dead-end(in other words, h

ad some prospects for mobility).They found that in larger organizations, jobs we re more likely to be in job ladders, and in unionized organizations, jobs were l ess likely to be in ladders. Baron and his colleagues also observed that women's jo bs are significantly less likely to be in job ladders. Moreover, among jobs i n l adders, men's jobs were...some what less likely to be dead-ended(1986: 265). Th e Baron et al.,(1986) results are quite consistent with political perspective On career mobility. Note that their findings indicate that the structure of Oppo r tunity depends on the strength of various labor market interests such as Unions and professional, technical, and managerial workers as well as on gender. The Ba ron et al.,() Measure of union strength is basically dichotomous, and no effort was made to explore the correlates of the extent of gender-based structur ing of job opportunities. One might certainly expect that at some point, there w ould be enough women in an organization, particularly if they occupied higher le vel positions, to change the job structure to overcome some of the biases which reta rd women's mobility. Indeed, one might examine the effect of numbers of person s o f various demographic groups on the place of jobs occupied primarily by those de mographic groups in organizational career ladders. And, in a similar fashion, on e could examine career ladders leading into higher level positions as they va ri ed by department, with the prediction being that more powerful departments wou l d have career ladders that led more to higher level organizational positions. Ba ron and Biel by(1986) also studied a related phenomenon, the Proliferation of jo b titles or how finely jobs are classified. Once again, the effect of interes ts was observed. They found that the presence of unions reduced job title prolif e ration while the presence of personnel specialization increased the number of t itles, controlling for other factors such as organizational size and technology. They found that personnel specialization was particularly strongly related to j ob title proliferation out side of the manufacturing sector. Job titles are imp o rtant for, among other things, people are paid according to the title of the j ob they hold. Baron and Biel by (1986) suggested that one of the factors motivat ing a prolifer ation of job titles is the desire to give different names to jobs being done by both men and women, so that the jobs being done primarily or excl usively by wome n can be paid less. Indeed, this issue is the foundation of the comparable worth debate as well as being the object of wage discrimination suits . As in the case of hiring standards, we see the operation of interests, such as Personnel profe ssionals, unions, and the politics of gender acting to affect t he Development of job structures, job title proliferation, and internal labor ma rket arrangements . The studies cited clearly have examined only a few of the po ssible interests t hat might affect the structuring of opportunity with in organ izations. There are significant demographic groups besides those defined by gend er, as noted Previo usly, and there are other important interests besides unions and personnel, prof essionals. How job opportunities are structured by educatio nal group, by age and tenure, and by department are also important consideration s in understanding ho w interests operate to affect career mobility in organizat ions. Job rotation is a effective way for employees opportunities. job rotation produces two positive results. First, the worker accumulates experience running faster than a worker who is not running. Therefore, job rotation is known as an effective tool for ca reer development. Second, a worker who rotates accumulates experience in most areas by a employee who is not running. Thus, if an employee runs most often are easier to train him to become a general. According to Ouchi (1981), the fact that the Japanese workers in general duties compared with worke rs in the U.S. due to differences in rotational frequency. Sw itch to jobs also creates an environment where employees can work, and when lear ning. Learning is the key practice to the acquisition of human capital. Job rota tion has many ad vantages over other methods of learning. The effectiveness of le arning is often employee attitude toward learning. When a worker for a new posi tion, his face the problem that the new location of the requirement to comply. Y ou will learn not only the working time, but in his spare time. This increases t he effectiven ess of learning and reduces costs training due to the integration o f learning r esources from the company and individuals. Increases output of learn

ing. According to our observation, because the servant returned, regulating meet the learning during the course of the appeal to comrades. Not only results in a strong skin interests, and promote communication among employees. Job rotation promotes cross training. Sharing knowledge and skills is important for businesse s. In exchange of knowledge workers can finance their deficits knowledge and sk i lls, and can facilitate the dissemination of knowledge and skills in business. S witch to jobs, workers can apply for knowledge and skills to resolve issues i n a common work place. This creates cross training of workers learning from each ot her. It is beneficial not only for the accumulation of human capital and the mai ntenance of human capital. Simultaneously, cross-training is a skill or Kno wledg e can be controlled by changing the staff. When an employee turnover, this skill or knowledge. Not a total loss of the employee. Therefore, Particular att ention should be paid to the contribution of job rotation in specific human capi tal. I t is known that the specific human capital is important for establishing the dif ferential competitive advantage, because human nature is a special chapt er to re inforce the discipline, the way the internal hard and refers only to th e company . Given the acquisition of a specific task, it can rotate is erected, subject to job rotation in the study of human heads anymore. In a sense, society rotation, rotation decreases as you, so rotation of jobs by many as the site of flexibili ty for a multi-page, four promising. Want to work to break the bottle neck of the restriction makes the permanent operation replacement cost of work d ecreasing. Job rotation works better than the stability of because of the many w ere listing it. When a human head, especially on the head of man, we have a bigg er contract . Switching of jobs somehow an effective tool, for the prevention Sa les of the human head. Therefore, it is written job rotation win-win here, whose next, Figh ting back from a great empire or be employed in the public policy of rotation to solve. His life was free. And when you think about the relationship between rot ation length, should address the issue "The great city that has los t some of the people of accumulated higher office recent price, and has hired ma ny have come here to subscribe for new art in schools, which are necessary compa ny. " Because the greatest risk of losing office perhaps here the face of the ci ty s human ev aluation to make a change here, related to a perpetual train. We b elieve that di scipline is an effective means of rotation important to them. Ben efits of job rotation are a good basis for the transformation of man to creat e the capital. It is the value of human capital, which is known to be dependent on the use of other deposits. For this having a good platform for developing human capital is important as companies' productivity in the manufacturing process. Whe n you switch jobs, is a platform for human transformation the capital. The firs t was acquired by rotating the position of human capital has a good adaptability , which is created. Section conditions for human translators. Employees in turn m ake the most of often High productivity is that general knowledge and skills t o the position. Second, job rotation is the only way to equality requirements. J ob rotation can be promoted. Fair distribution of such tasks are particularly un desirable, such as the remov al of the hierarchy problem of the rotation and amo ng members, "boring" and both the executive function. Third, the jobs created by peer pressure and mutual mon itoring among employees who rotate, effective ince ntives for companies to deal w ith. Complementarily between job rotation and mut ual monitoring is to reduce cos ts and thus increases the potential range of job s switch companies. Fourth, job rotation provides an opportunity to participate in decision-making process emplo yee's quality of the influx of workers. Presence is required there must be familia r with the employee. Understand the entire pro duction process, thus becomes more effective. Fifth, even job rotation, and prov ides information that can be used to improve the distribution of employment. If you have checked the various activ ities during the execution of the employee, M ay be easier to find the most suita ble workers company. "People have the right to correct," and called In addition, job rotation, employees can easily find a f avorite work. These two factors do Staff rotation, spend a lot of work beyond th e non-rotating

employees. The benefits of specialization discussed in a famous story of Adam S mith. It means that the manufacturing expertise of the PIN is described in The We alth of Nations And division of labor, increasing the accumulation of skills. Ho w ever, there are disadvantages Key benefits of the transfer or rotation, as opp os ed to qualifications, Furthermore, the observation is considered. One reason for the rotation of workers from the laboratory is that it is necessary to reduc e e mployee Opportunities for graft and theft. Worker, if assigned to a particul ar f unction or Meeting for a long time, they will probably think about the inve stmen t opportunities of their own pocket. It is specifically for the job or wor kshop. Employees have a better understanding. Workshop may be more opportunities for pr ivate sector activities outside the regular Work. Type: Milgrom (1988) t hat priv ate sector activity, affect the activity name. It can be directly contr olled, sp eculative behavior of a normal working office Manager. An example of a n importan t work, including the encouragement of the director to treat workers unfairly, a buse of power. Activities impact on it is a crime, was hired by the companies pa rticipating in the activities of these effects - you should do an a dequate incen tive to prevent EWS design. Using the model of three levels (Princ ipal - Directo r - model agent), Tiroru (1986) consider the issue of conspiracy. He suggests th at an important role in preventing the adhesion behavior of the transfer Supervi sors and agents. We believe that the relationship between perfo rmance and time o f measurement error. As an example we can see, Workers in fina nce, such as bank employee. Financial transactions of the bank; Loans can even m ake subjective choices and t he possible involvement of and evaluation, and deci sion making regarding investm ent opportunities such collateral, the debtor resu lts. Employees must follow the rules and there is usually standard, often leave room for the discretion of sta ff. Bank employees working in the same area for a long time, borrowers are likel y to be familiar with such as director of the co mpany, looking for people who ne ed funds and mortgages. This knowledge can lead to employees giving special ince ntives to customers. In such cases, an employe e of feeling and generosity, non-m onetary private benefit. The controls, howeve r, the bank profits were negatively affected because lending standards remain. T hey break the rules. You will also receive monetary rewards or gifts for employe es Debtor in exchange for the creation of a loan. In the rea l world rent seekin g, this kind Worker behavior is to punish often difficult to verify. For informa tion, journalists and other public infrastructure and institu tions, police stat ions and government buildings often collect them - responsible for training. Fro m contact with the friendly, ethical journalists, bankers, as may be the story i s about a compromise, knowing that long-term relationships. Jo urnalists do not like to worry about unfair or illegal activity or distortion of facts or accepti ng bribes to protect a friend. To avoid the effect of these act ivities should b e given more financial incentive scheme function for regular emp loyees. High-po wer incentive payments the workers, instead of regular employees are enco uraged to focus their efforts to influence activities. However, Milgrom and Holm strom (1991) and Baker (1992), as follows, when it is difficult to measure the p erfo rmance of employees, companies that use incentive payments are not. The cont rol is effective, and in this situation, it is convenient and frequent job chang es . We believe that the relationship between employees and accurately measure th e performance of the timing of the transfer. We will see that the difficulty in m easuring performance leads the frequent transfer of project due to the difficul ty of providing strong incentives this status. Meanwhile, a taxi driver, whose o utput is easy to measure are not rare experienc e mandatory job transfers. Taxi drivers, but you can use them to drive taxis or friends. Family to work for thei r freedom, they have no incentive for private us e of taxis is under high power motive. We have the result of the relocation of j obs considered in terms of per formance, measurement of activity and influence, t here are many studies in the rotation and transfer describes the many benefits f or workers and businesses. T he first, Yobanobitchi (1979) points out in determin

ing the suitability of employees for a job transfer or rotation can be helpful. The company can be attributed to the performance of every employee in the workpl ace to observe. These skills and qualifications determined by the officials, em p loyees with the most suitable jobs. Second, job rotation, you can remove the e ff ects of the public. Holmstrom (1982) in the workplace to show rotate, evening , r emove the luck involved in the perception of delegation. Therefore, the swit ch t o jobs, The benefits of settlement as the tournament Lazear and Rosen (1981 ), Green and Stokey (1983) and Nalebuff and Stiglitz (1983) have analyzed. Third ly, the trans fer or rotation allows for more training of workers skills Forecas t. Koike (19 91), job rotation in Japanese firms, referring to the workers that they can lear n different possibilities to respond to unexpected problems and ac cident named w ith Koike "anomaly". And Aoki (1988), a multi-state concentration of skills and Horizontal information processing can play a key role in the succ ess of Japanese companies. A recent study of Toyota s Koike et al. (2001) to ena ble multiple mentions the u se of job rotation. Skills and perspectives on the pr oduction line . Ichniowski. ( 1997) found that innovative changes in human resour ce management, including coll aboration, flexible assignments, employment securi ty and job rotation to increas e the productivity of the finish line to improve the next. Osterman (1994) and Ichniowski et al. (1996) underlined this trend. Re location Benefits and rotation are important not only for production workers, Fu rthermore, as a candidate for the manager of the employee. American and Japane s e companies, special employees should be promoted as a director, you need a bro ad perspective. Schaeffer (1983) and Koike (1993) reported that these workers h ad more information effectively with other job rotation, producing various Aspec ts of the company. Moreover, more skilled workers, the labor-saving technologic a l cooperation If there is no change in the unskilled labor only. For example, jo b rotation is smooth technological change - ING (Carmichael and MacLeod, 1993 ) c an result. Eguchi (2004) shows. When the general education of workers with m ultiple skills , the instructor can alleviate the dilemma of choose between trai ning and promot ion. Avoid boring jobs as a result of rotation. Monotonous work (Miceli and Cosgel, 1999), Aoki (1986) Analysis of the Show hori zontal and vert ical structure of the enterprise and business. Horizontal informa tion processin g can improve profits under moderate stochastic shock. Aoki (1986) , much attent ion to exchange information among employees. It is especially usefu l for job ro tation. Ito (1987) suggests that better training of generalists. Lin dbeck and S nower (2000) noted that it is more efficient than acquiring specific skills and greater complementarily of the roles of information technologies to g ather more skills. Fourth, movement or rotation is a trend towards a ratchet eff ect, maki ng the Performance standards to increase after a period of performance listed be low The lack of negative selection, and long term. As Weitzman (1980) Tiroru and Laffont (1988) show, the client can best be exploi ted by the agent again immed iately revealed, and therefore the agent is very rel uctant to divulge informati on about themselves. The laboratory Kane moto and Ma cLeod (1992) show that comp etition in the labor market. The asymmetry of informa tion, allowing the ratchet effect arises because the capacity of workers. Ickes and Samuelson (1987) noted that the device is suitable for transmission an d rotation. Next time, have no incentive for such information, such as productiv ity to hide Present workshops and factories. Although many studies have been made for the re locating of jobs. Rotation, the paper highlights the relationship between the f requency of expli cit task transportation and influence activities. How much diff erent individual s get paid for working in different positions, And why, is one o f the more impo rtant questions associated with understanding Careers from either an organizatio nal or an individual's perspective. The functional theory of stratification (Davis andMoore, 1945; Huaco, 1970) sugg ests that positions are compensated more if s pecial skills or education are requ

ired because incremental rewards are necessary to attract the most qualified peo ple and to induce them to invest in education and training. This approach is si milar to that of human capital theory (Becker,1962;Mincer,19 64) which argues th at in order for people to invest in additional education, the re must be some re turn to that education. In a similar fashion, training or work experience which provides additional skills must be compensated, or else some o ther organization would hire a way the individual and obtain the benefits of tha t skill. The pol itical perspective would suggest that wages are source, and lik e Other resource s, are allocated at least in part on the basis of the power of v arious interest s. This would be particularly the case if we considered relative wages, or the w ages paid to some group or position compared to some other. Exami ning wage prog ression in a university, Moore and Pfeffer(1980) reported that more powerful dep artments were able to get larger wa ge increases for their faculty, controlling for other factors such as department al size and quality. One might predict that , controlling for other factors that also affect wages, the wage level would be comparatively greater for those perso ns who were in more powerful departments. .Pfeffer and Davis-Blake(1987) have argued that higher wages accrue to those Dep artments that are the most critical, and that criticality varies by contextual f actors. Examining the relative wages paid to six college administrative positi on s, they found that the salaries paid to positions such as admissions director an d director of development, comparatively more important in private settings, wer e higher, controlling for other factors, in those settings. Conversely, the sala ries paid to positions such as athletic director and the director of commu nity s ervices(which includes extension), more important in public settings, wer e compe nsated comparatively more highly in public universities. Thus, condition s of the environment affect the power of units and positions, and this power is, in turn , reflected in relative wages. One could also examine the politics of w ages usin g demographic groups as Defining distinct interests. So, one might ask how the proportion of long-tenured Persons affects the share of compensation re ceived by such people, or how the Proportion of persons with c ertain educationa l backgrounds, race, or sex, affects Returns to those character istics. In the c ase of tenure, it is likely the structure of compensation, inclu ding the amount paid in benefits such as retirement and medical plans, as well a s the economic returns to tenure may be affected by the organization's workforce c omposition. T he returns to social origins, or the politics of class within organ izations ,is a Neglected but never the less important issue. Pfeffer(1977a; b)found that eve n after Controlling for other individual' character istics, there were effects of socioeconomic origins On wages. Such effects were smaller for persons. With adva nced business degrees as contrasted with those wit h just under graduate degrees , and were smaller for persons working in manufactu ring, in line positions, and in larger organizations. Pfeffer argued that retur ns to social origins were gr eater when the uncertainty of evaluating job perform ance was higher or when suc h origins directly contributed to job performance, as in positions in which acce ss to high status networks were critical, Useem and Karabel(1986), examining mob ility solely among senior managers ,found that social origins were less importan t for persons who had advanced business de grees. There seems to be some indicat ion that formal credentials or the possessi on of cultural capital offer alterna tive ways of advancing in one's career. 2.1) Hypothesis to be tested: The job rotat ion has a significant effect on employee's performance

CHAPTER 3 RESREACH METHODLOGY 3.1 ) Sources of data Primary data was collected through structured questionnair es . primary research has found to be best method because it helps researcher to get accurate and up t o date information. In order to achieve the goal of the r esearch, primary data h as a vital significance. The focus was on the PTCL emplo yees Peshawar belonging to different posts and job titles in order to take a vie w of employees from diff erent mentality. 3.2 ) Research instrument The informat ion gathered from questionnaires were easily taken from employees. T he Question naires consists of various question regarding job rotation factors an d how thos e factors affects employee's performance. Due to questionnaires the stat istical a nalysis was easy to interrupted with hypothesis. 3.3 )Sampling design All the ro tated employees were the sampling design for the study. Employees who used to ro tate their jobs are focused in this study. The research was conducted on those e mployees who were rotated currently in to more job titles. 3.4 ) Population/ Uni verse The population of this study was the employees of Pakistan telecom sector workin g at Peshawar Khyber bazaar branch whose employees are offering services to the whole Peshawar. They are rotated to many posts by having the same scale. They ar e the best representatives of all the Peshawar PTCL employees because th ey are w orking for the last 5-10 years in rotated jobs. 3.5 Sample size Only 46 employees were rotated and questionnaires were distribut ed in 32 employe es as a sample size in which 30 were returned and the response was 74% as a rate of return. 3.6 Analytical techniques The data has been analyze d through the following statistical techniques using SP SS (statistical package for social sciences) software. The collected data was analyzed by applying the f ollowing statistical techniques . 1. Correlation. 2. Regression.(Linear Regressi on Technique)

CHAPTER 4 RESULTS AND ANALYSIS Table 4.1 Model R te 1 .433a R Square .187 .158 Adjusted R Square .33528 Std. Error of the Estima In Table 4.1 R = 0.43 shows weak correlation between performance and work load. Since R-square =0.187 shows that 18.7% variation in performance is due to worklo ad and 81.3% is due to other factors. Table 4.2 Model Sum of Squares Regression Residual Total 3.872 Df .724 3.148 29 Mean Square 1 .724 28 .112 F 6.444 Sig. . 017a In table 4.2 p-value of overall model is less than 5% so workload is significant . It means that work load has an effect on performance.

Table 4.3 Model Unstandardized Coefficients Sig. B Std. Error Beta 1 (Constant) 2.087 .536 Total Work Load .364 .143 Standardized Coefficients 3.890 2.539 .001 .017 t .433 In table4.1.3 p-value of intercept term is less than 5% so it is significant. Si nce p-value of total work load is less than 5% so total work load is significa n t. Table 4.4 Model te 1 R .408a R Square .166 .137 Adjusted R Square .33952 Std. Er ror of the Estima In table 4.2 R = 0.40 shows that weak correlation b/w performance and job carrie r. Since R-Square =0.166 shows that 16.6% variation in performance is due to jo b carrier and 83.4% variation is due to other factors. Table 4.5 Model Sum of Squares Regression Residual Total 3.872 Df .644 3.228 29 Mean Square 1 .644 28 .115 F 5.590 Sig. .025a In table 4.2.1 p-value of overall model is less than 5% so job carrier is signif icant. It means that job carrier has an effect on performance. Table 4.6 Model Unstandardized Coefficients Sig. B Std. Error Beta 1 (Constant) 2.673 .330 Total Job Career .230 Standardized Coefficients 8.092 .408 .000 2.364 t .097 .025 Table 4.2.P-value of intercept term is less than 5% so it is significant. Since p-value of total job carrier is less than 5% so total job carrier is signi fican t.

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 Human Resource Development Council. (1997, May). Getting Results Through Learni ng . Federal Human Resources Development Council. Retrieved January 15, 2005 fro m th e World Wide Web: http://www.humtech.com/opm/grtl/handbook2/hrdhdbk.pdf Inf ormal and Formal Training and Development. Anti Essays . Retrieved January 1 , 2 005, from the World Wide Web: http ://www.antiessays.com/essay.php?eid=1640 Inte rnational Labour Organization. (1998). Human Resource Development in the Pu blic Service in the Context of Structural Adjustment and Transition. Geneva, Switzer l and: Author. Retrieved January 16, 2005 from the World Wide Web: http://www.il o.org/public/english/dialogue/sector/techmeet/jmps98/jmpsrep3.htm Jans, N., & Fr azer-Jans, J. (2001). Job Rotation and Military Capability: Benef its, certainly but is anyone counting the cost? Australian Defence Force Journal, 146(January/ February). Retrieved November 10, 2004 from the World Wide Web: http://www.defen ce.gov.au/publ ications/dfj/adfj146.pdf John Pappajohn Entrepreneurial Center. ( n.d.). Designing Jobs to Bring out the Best in Employees. Cedar Falls, IA: Autho r. Retrieved October 12, 2004 from the World W ide Web: http://www.jpec.org/hand outs/jpec83.pdf Kitson, M., & Wilkinson, F. (1999). Training, Human Resources Ma nagement Methods and the National Minimum Wage. In A. Cosh & A. Hughes (Eds.), B ritish Enterpris e in Transition. Cambridge, UK: Centre for Business Research. R etrieved January 4, 20 05 from the World Wide Web: http://www.cbr.cam.ac.uk/pdf/ BEITexec.pdf Malinski, R. M. (2002). Job Rotation in an Academic Library: Damned if you do an d Damned if you don't! Library Trends. Retrieved September 29, 2004 fr om the World Wide Web: http://www.findarticles.com/p/articles/mi_m1387/is_4_5 0/ai_90219527 Occupational Safety & Health Administration. (2003, March 25). Vol untary Protect ion Programs (VPP): Policies and Procedures Manual. Washington, D C: Author. Retrieve d January 15, 2005 from the World Wide Web: http://www.osha. gov/pls/oshaweb/owadisp.sho w_ document?p_table=DIRECTIVES&p_id=2976 Oregon Depa rtment of Fish and Wildlife. (2004, September 1). Job Rotation. In Hu man Resour ces Division Policies. Salem, OR: Author. Received December 3, 2004 from the Wor ld Wide Web: http://www.dfw.state.or.us/hr/policies/450_13.pdf Rohr, D. L. (2000 , July). Succession Planning for Senior Staff Positions . Execu tive Fire Office r Research Paper. Emmitsburg, MD: National Fire Academy. Retrieved Decembe r 30, 2004 from the World Wide Web: www.usfa.fema.gov/pdf/efop/efo25657.pdf State Ser vices Commission. (1999, December). Learning and Returning. The Use of Secondmen ts and Rotations in the New Zealand Public Service: Vol. 23. Wellington , New Ze aland: Author. Retrieved Decembe r 23, 2004 from the World Wide Web: http://www. ssc.govt.nz/upload/downloa dable_files/Occ_Paper_No23b.pdf Stone, T. A. (2001, S eptember). A Career Development Guideline to Prepare Housto n

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APPENDIX Questionnaire The impact of job rotation on employee's performance This stu dy is about the impact of job rotation on employees performance and to k now it's different factors that how these factors affects the employee's performance . The data collected through these questionnaires will be kept confidential. Gender: A ge: Post: Experience: BPS: . Note: Chose the best option. 1. The job rotation af fect the employee's performance? Agree. Strong Agree. Neutral. Disagree. Strong Di sagree. 2. The job rotation affect negatively the employee's performance? Agree. S trong Agree. Neutral. Disagree. Strong Disagree. 3. 4. The job rota ly affect employee's performance? Agree. Strong Agree. Neutral. Disagree. Strong D isagree. The employee's show good performance after job rotation? Agree. Strong Ag ree. Neutral. Disagree. Strong Disagree.

5. The employee's show bad performance after job rotation? Agree. Strong Agree. Neutr al. Disagree. Strong Disagree.

6. ? 7. 8. 9. 10. 11. 12. After getting job rotation the employees are motivated towards their job Agree. Strong Agree. Neutral. Disagree. Strong Disagree. The employees becomes satisfie d after getting their job rotation? Agree. Strong Agree. Neutral. Disagree. Stro ng Disagree. The employees becomes demotivated after getting job rotation? Agree . Strong Agree. Neutral. Disagree. Strong Disagree. The employees get motivation towards their rotated job? Agree. Strong Agree. Neutral. Disagree. Strong Disag ree. The salary is included as a factor of their job rotation? Agree. Strong Agr ee. Neutral. Disagree. Strong Disagree. The company policy has a positive affect on the job rotation? Agree. Strong Agree. Neutral. Disagree. Strong Disagree. T he employee faces difficulties after getting their job rotation? Agree. Strong A gree. Neutral. Disagree. Strong Disagree.

13. oyees? 14. 15. 16. 17. 18. 19 job rotation improves the KSA(knowledge, skills, attitude) level of empl Agree. Strong Agree. Neutral. Disagree. Strong Disagree. The job rotation increases the work load on employees? Agree. Strong Agree. Neutral. Disagree. Strong Disagree . The quality of supervision is a good factors for rotating a job? ? Agree. Stro ng Agree. Neutral. Disagree. Strong Disagree. The job rotation increases the job holder's responsibility? Agree. Strong Agree. Neutral. Disagree. Strong Disagree. The job rotation decreases the job holder's responsibility? Agree. Strong Agree. Neutral. Disagree. Strong Disagree. The working environment of the employee's is a ffected by the job rotation? Agree. Strong Agree. Neutral. Disagree. Strong Disa gree. The job rotation affects positively the job carrier? Agree. Strong Agree. Neutral. Disagree. Strong Disagree. The job rotation affects negatively the job carrier? Agree. Strong Agree. Neutral. Disagree. Strong Disagree.