Search

The aim of this study is to evaluate the effectiveness of job rotation system and its impact on employees' readiness for organizational change in the Maskan bank branches in the city of Tabriz. For this purpose, the effectiveness of job rotation system is defined based on the theory of Nana Edom and employees' readiness for organizational change based on the theory of Dunham et al., as three main hypotheses have been developed. The statistical population includes employees of Maskan bank branches in the city of Tabriz, equal to 485 people. The sample estimated 214 employees by using the Cochrane formula and selection performed by stratified random sampling method. Data collection tool was two questionnaires: the effectiveness of job rotation system referred to Nana Edom and employees' readiness for organizational change by Dunham et al. After ensuring the validity and reliability, the questionnaire distributed among them. For statistical data analysis, descriptive and inferential statistical methods were used. Thus, for classifying, summarizing and describing statistical data, we used descriptive statistics methods, and to test hypotheses, t-test, Kolmogorov-Smirnov, r Pearson and Spearman regression in SPSS software were used. The results show that the effectiveness of the job rotation system and employees' readiness for organizational change in the Maskan bank branches in the city of Tabriz level is higher than average. The results of this study show that the effectiveness of the job rotation system on employees' readiness for organizational change in the Maskan bank branches in the city of Tabriz is influential.

After almost two decades of restructuring and downsizing, the expectation of secure careers within corporations is a thing of the past, especially for managers. The denning feature of the new relationship is that all aspects of employment- careers, compensation, development-are now governed by the market, driven by management practices that have brought the competitive pressures of product markets inside the firm. These changes do not necessarily make jobs bad, although they do shift much of the risk of doing business onto employees. The shift away from "traditional" models of internal development and lifetime employment places new responsibilities on employees and on society. It also raises new challenges for employers who must now deal with a market-driven workforce. [ABSTRACT FROM AUTHOR]

In order to overcome the exploration–exploitation paradox, structural ambidexterity literature suggests establishing differentiated units for exploitation and exploration with a carefully managed exploration–exploitation interface supporting cross‐fertilization without cross‐contamination. Recent research demonstrates the crucial role of integration mechanisms (i.e. how knowledge exchange between exploratory and exploitative units can be organized) and related transition modes (i.e. how exploratory innovations can ultimately be transferred back into the exploitative structures of core business) to deal with this challenge. However, a systematic account of the diverse tensions, risks, and trade‐offs associated with integration which may ultimately cause exploration failure is missing, so far. This paper presents a longitudinal process study uncovering the anatomy of an unsuccessful exploration of (green) technologies by a medium‐sized entrepreneurial firm. We investigated their transition processes to understand how the managers dynamically configured and reconfigured the exploration–exploitation interface over time. Our theoretical contribution lies in providing a framework of six integration trade‐offs (Exploratory‐complementary linking vs. contamination; Seeking legitimacy early on vs. frustration at discontinuation of innovation; Boundary spanning through job rotation vs. carrying over of old culture; Early vs. premature transfer; Reorganization vs. capability mutation; and Improved access to core business resources vs. resource starvation) linked to three phases in the transition process (before, at, and after transfer). We also highlight mechanism, pulling‐forward, and streamlining‐related failures linked to integration trade‐offs in resource‐constrained contexts. Our implication for R&D and top management is that the use of integration mechanisms for structural ambidexterity bears the risk of cross‐contamination between the exploitative and exploratory structures and are therefore inevitably linked to trade‐offs. To minimize negative side effects and prevent exploration failure, organizations have to consciously select, schedule, operationalize, and manage (re)integration mechanisms along the transition process. Our framework of integration trade‐offs systematically supports managers in their organizational design choices for integration mechanisms in the transition processes. [ABSTRACT FROM AUTHOR]

This research proposes a mathematical model of the problem of job rotation considering ergonomic aspects in repetitive works, lifting tasks and awkward postures in manufacturing environments with high variability. The mathematical model is formulated as a multi-objective optimization problem integrating the ergonomic constraints and is solved using improved non-dominated sorting genetic algorithm. The proposed algorithm allows the generation of diversified results and a greater search convergence on the Pareto front. The algorithm avoids the loss of convergence in each border by means of change and replacement of similar solutions. In this strategy, a single similar result is preserved and the best solution of the previous generation is included. If the outcomes are similar, new randomly generated individuals are proposed to encourage diversity. The obtained results improve the conditions of 69% of the workers. The results show that if the worker rotates starting from a high risk, his variation in risk always decreases in his next assignment. Within the job rotation scheme, no worker is exposed simultaneously to high ergonomic risk thresholds. The model and the algorithm provide good results while considering ergonomic risks. The proposed algorithm shows the potentiality to generate a set of quality of response (Pareto Frontier) in a combinatorial optimization problem in an efficient computational time. [ABSTRACT FROM AUTHOR]

A rise in social work programs has led to increased needs for quality field placements. Social workers are expected to occupy educator roles in addition to increasing clinical demands and responsibilities within their work settings. In response to this demand, rotational models of field placements have been introduced. This qualitative study Examined recent trends and perspectives of acute-care hospital social workers engaged in rotational models of supervision. Using focus group data and qualitative data analysis, results indicated that the model has grown in popularity over the past decade, with increasing use for Year 2 MSW students. Social workers appreciate the manageable duration of the model, collaboration with fellow supervisors, and report various benefits to students from this model. [ABSTRACT FROM AUTHOR]

The majority problem in the workplace is about occupational noise-exposure. Health problem caused by noise becomes one of the important issues that must be observed. Nightclub owners often forgot about the health of their workers, especially hearing problem. The workers who works at nightclub are exposed to noise every time will putting their hearing at risk. The study aims to classify into levels of noise exposure, classify into levels of hearing loss, and assessing daily habits that can cause hearing loss. This research was cross-sectional study, where 62 ladies club were participated. As for the measurement in this study was used two methods such as: the tools (sound level meter for measuring intensity of noise exposure, audiometer for hearing problem), and questionnaires were assessed for daily habits. The mean of noise at nightclub was 107.22 dBA. A total of 51 workers (82.3%) had hearing loss (mostly at the level of mild 45 workers, and 6 workers in the level of moderate), while 11 respondents (17.7%) did not experience any hearing loss (normal). The statistical test found that hobby and smoke were strongest predictor may affect to hearing loss (p value < 0.05). Intensity noise all of nightclub exceeds the threshold value where the workers are works more than 4 hours a day. There are no management at nightclub doing regularly inspections the worker's ear. Doing the job rotation system it was a good solution to prevent from hearing loss. [ABSTRACT FROM AUTHOR]

There are three components involved in lean implementation at any institute, and only when considered cooperatively, they can guarantee a sustainable deployment: technical components, human factors, and the organizational elements. In this paper, we propose a comprehensive model of these components to assist managers in transitioning from a traditional manufacturing facility to a cellular lean manufacturing unit. This model can also be employed to enhance the performance of a lean cell. We integrate the mechanical factors including the number of processes, types of tasks, and demand levels with the human behavioral factors including learning, forgetting, and motivation levels, to enhance productivity. The role of organizational and cultural change is also discussed within this transformation process. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Engineering & Architectural Faculty of Eskisehir Osmangazi University / Eskişehir Osmangazi Üniversitesi Mühendislik ve Mimarlık Fakültesi Dergisi is the property of Eskisehir Osmangazi University and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The purpose of this study was to understand how individuals experience learning in the workplace, and shed light on possible factors that may contribute to an environment conducive to learning in organizations. A phenomenographic approach was chosen with the intention to capture the variation in individuals' learning conceptions. The findings revealed three conceptions of learning: Learning resulting in individual change; learning resulting in collective practice (routine) change; and learning resulting in innovation. Those conceptions were explained by five explanatory dimensions: learning concept; learning drivers; learning content; learning means; learning obstacles; and learning meanings. The unveiling of how different learning experiences generate different levels of impacts on organizations and the proposal of some ways to enhance the transit from less complex learning experiences to more complex ones are the main contribution of this paper. [ABSTRACT FROM AUTHOR]

Completing a residency program is a requirement for medical students before they can practice medicine independently. Residency programs in internal medicine must undergo a series of supervised rotations in elective, inpatient, and ambulatory units. Typically, a team of chief residents is charged to develop a yearly rotational schedule. This process is complex, as it needs to consider academic, managerial, regulatory, and legal restrictions while also facilitating the provision of patient care, ensuring a diverse educational experience, balancing the workload, and improving resident satisfaction. This study proposes (1) a multi-stage multi-objective optimization approach for generating yearlong weekly resident rotation schedules and (2) the use of Analytical Hierarchy Process (AHP) to compare schedules across multiple criteria to select those that are more equitable and hence to facilitate their adoption and implementation. Furthermore, the proposed approach allows the scheduling of periodic clinic rotation schemes that are commonly used to facilitate continuity of care, such as "4+1" or the "8+2" policies. In the "4+1" policy residents rotate for four consecutive weeks in different units prior to return for a week to a predetermined clinical post. Similarly, in the "8+2" policy, residents rotate eight weeks across multiple units before doing a two week rotation at a predetermined clinic. [ABSTRACT FROM AUTHOR]

The article discusses the work, class and practices of police staff at the commissaries of the city of Mexico during 1870-1920. Topics discussed include bureaucracies in the process of formation of the Mexican state; the social history of the modern police services; and working conditions in police stations, the rotation of posts, salaries and, the police power.

Manufacturing workforce is a crucial labour force because it determines manufacturing lead time and cost. Both shortcomings and excess of manufacturing workforce will lead to ineffective production activities. Furthermore, manufacturing workforce within the company has diversity in skill, status, and experience, according to the level of position. Thus, manufacturing workforce planning should be conducted appropriately. This study employs Markovian-Goal Programming model to assist human resource manager in formulating human resources management policy that will specify a required future of manufacturing workforce at various levels. The states of model consist of salaries, reduction/addition of number of workers, and job rotation. The model output is the allocation of the workforce from each state of salary, according to the workforce required by the company. The finding shows that in the work plan of 2018, the company can hire 26 new workers and do job rotation to 5 workers with expected total workforce costs of Rp 22.017.481.352, -. [ABSTRACT FROM AUTHOR]

Given the increasing changefulness of organizational circumstances, the change and transition role of executives takes on increasing prominence. This essay describes the dynamic context related to the organizational life cycle, evolutionary and planned change, and cultural transformation. Executive roles that provide guidance for executive assessment and development, and especially for selection, are explicated. [ABSTRACT FROM AUTHOR]

The problem employee is most frequently reacting to frustration caused by barriers within the organization, and these barriers are often at least partially within the manager's range of influence. [ABSTRACT FROM AUTHOR]

The article presents conceptual model of job enrichment design that can be used to identify, analyze and evaluate the organizational variables upon which successful application of job enrichment is contingent. Job enrichment, based upon the publicity it has received, has to be considered the leading contender for the crown "solution to motivational and productivity problems in industry." The concept is receiving extensive coverage in academic journals, business and professional periodicals, and the press. Job enrichment seminars are being conducted throughout the nation and are attracting high-level managers from leading business and governmental organizations. The problem encountered in any discussion of job enrichment is reaching agreement on what it is. The concept in a very short time has become all things to all people. During the last three years job enrichment has been associated with the four-day workweek, flexible hours, participative decision making and other human relations techniques, work simplification, job rotation, improved fringe benefits, particularly those that relate to working conditions and numerous other programs designed to increase job satisfaction and productivity. The authors contend that none of the above constitutes true job enrichment.

This article develops a framework for studying cross-functional teams in organizations that focuses on three domains: organizational context, internal process, and outcome measures. The framework was developed from qualitative data from over 200 individual and group interviews, written descriptions, and team observations. We then operationally defined this model through a set of questionnaire items and validated it through quantitative analysis of data from 565 members of cross-functional teams. The resulting framework provides a base for the future study of cross-functional teams. [ABSTRACT FROM AUTHOR]

This study tested propositions derived from Steers and Mowday's (1981) model. A group of 445 employees of a financial institution responded to a mailed survey. Through access to their personnel records, we obtained data on their job performance and their subsequently staying with or leaving the organization. Results indicated that met expectations, job values, job attitudes, intention to leave the organization, and actual leaving were related to many, though not all, theorized antecedent variables. [ABSTRACT FROM AUTHOR]

The article discusses a study pertaining to an employee's willingness to relocate and career advancement. Research has shown that an employee's willingness to relocate may depend on time based variables such as age, length of time in the job, and length of time living in the area. Situational variables which may impact an individual's desire to relocate include salary, job fulfillment, family status, and spouse's employment status. Employees with working spouses have been shown to have a higher willingness to relocate. Experts say the relationship between career and geographic mobility is complex.

This paper focuses on 71 voluntary intraplant job transfers by nonsupervisory workers, 34 in one plant and 37 in another, providing pairs of jobs for which employees' overt and considered action showed that the preferred job was perceived by the worker to be more desirable than the abandoned one. In 51 of the 71 pairs of jobs, employees transferred to jobs with increased pay; only 4 moved to lower pay. The majority of the higher-paid jobs to which workers moved were more enriched, but when the job shift did not provide a pay increase, no preference was shown for the more enriched job. No statistically significant preference for less routine (more enlarged) jobs was shown either with or without increased pay. Required physical effort proved not to be a significant factor. [ABSTRACT FROM AUTHOR]

The rotation of individuals among settings is considered from a causal-modeling and a quasi-experimental perspective. The assumptions underlying appropriate research designs and possible modes of data analysis are discussed. Similarities and differences between several designs based on short time series are outlined. Examples are drawn from studies of productivity in an American factory and job satisfaction among Turkish administrators. [ABSTRACT FROM AUTHOR]

Japanese management is characterized by a focus on the maximum utilization of human resources. This philosophy of management is realized through three general strategies: development of an internal labor market, articulation of a unique company philosophy, and intensive socialization of employees. These strategies in turn are manifested in a number of specific management techniques. These techniques can be adapted by businesses in other countries, and indeed some of them (e.g., long tenure, job rotation, consultative decision making) are in use in a number of top American companies. [ABSTRACT FROM AUTHOR]

This paper addresses an important gap in brand development. While attention has been rightly focused on consumer understanding of brand imagery, insufficient attention has been given to how the firm's managers create, understand and communicate to each other something so intangible as a future brand's vision. We demonstrate how using metaphors in brand design enhances the ability of a cross-functional team to create a coherent brand vision: facilitating both creativity and its communication. Brand visions are vital given the essential periodic improvements and mutations brands must undergo, without sacrificing the integrity and values which drive their purchase. Management complexity arises because brand development happens in a multi-disciplinary environment. Moreover these different managers must translate the intangible meanings held by consumers into very tangible product and service specifications. The role and nature of metaphor in this process is examined in detail. We then provide practical examples of how this technique has been used with managers in a variety of branding tasks. [ABSTRACT FROM AUTHOR]

The article focuses on the rates and patterns of cross function transfers. Proponents of managerial specialization hold that transferring managers across functional boundaries is sometimes impossible and nearly always inadvisable because managers must have technical competence and knowledge of products and services in a specific functional area to perform adequately. On the other hand, traditional management theorists have recommended widespread utilization of cross-function transfers, basing their argument on the universality of management doctrine. This report summarizes some recent research which suggests that cross-function transfers are not only a common occurrence already in industry, but are growing in frequency and complexity. Management literature during the past decade or two has increasingly stressed the. importance of developing generalist skills at the executive level, these skills can best be developed by rotating managers through a series of assignments in different functional areas. The information presented here is based primarily upon a nation wide survey of managerial transfer practices relating to both frequency and pattern of transfer in 250 large manufacturing firms.

There is a general impression of extreme volatility in the advertising agency business … but how accurate is this impression? This is a report on account-switching and personnel changes in agencies during a 1-year period. [ABSTRACT FROM AUTHOR]

Background & Aim: We aimed to assess the relationship between job rotation and the psychological empowerment of nurses working in the teaching hospital of Mazandaran University of Medical Sciences. Methods & Materials: This is a cross-sectional study that was conducted in 2016. Its population consists of 1000 nurses working in the teaching hospital of Mazandaran University of Medical Sciences, 277 of them were selected as sample size using random sampling method. Spritzer’s psychological empowerment questionnaire and a researcher-made questionnaire was used to measure nurses’ view to job rotation efficacy. Results: In this study, 75% and 25% of nurses were female and male, respectively with mean age of 32.6 (SD=2.26). The mean score of nurses’ psychological empowerment in competence, autonomy, effectiveness, significance and trust was obtained, 12.68, 13.2, 14.5, 14.23 and 14.9, respectively. In addition, the mean score of overall psychological empowerment was obtained 69.51 while the mean score of job rotation efficacy was obtained 61.2. An also results showed that job rotation efficacy in the nurses of the studied hospital is related with psychological empowerment. Conclusions: The obtained results indicate that the efficacies of job rotation in nursing staff working in the studied hospitals are not independent from their psychological empowerment.

Using Danish registry data covering the population of Danish workers, we provide new and robust evidence with external validity on the importance of the breadth of human capital for top management appointments, and support/enrich the human capital theory of corporate leadership by Gibbons and Waldman and Lazear. Our analysis allows for both internal promotion and external recruitment as means to achieve top management appointments, and yields additional findings: the breath of human capital is more important in mature firms, as predicted by the theory; and the concept of firm‐specific human capital applies to the breadth of human capital. [ABSTRACT FROM AUTHOR]

Job rotation, i.e. a lateral transfer of an employee between jobs within a company, is frequently used as a means to develop employees, learn about their abilities as well as to motivate them. We investigate the determinants and performance effects of job rotation empirically by analyzing a large panel data-set covering the German banking and financial services sector. In particular, we study (i) how prior individual performance affects the propensity to rotate and (ii) how performance changes after the rotation. We find that while both, low- and high-performers rotate, lateral moves are more frequent among low performers. However, those having been rotated between jobs achieve a higher performance in subsequent years as compared to other non-rotating employees in a comparable position. Interestingly, this effect is driven by high performers, whereas for low performers, we find no significant relationship between job rotation and future performance. The results thus suggest that firms should focus their job rotation programs on high performers and should not expect that low performers achieve performance gains when being rotated to a different function. [ABSTRACT FROM AUTHOR]

Copyright of Scientific Papers of Silesian University of Technology. Organization & Management / Zeszyty Naukowe Politechniki Slaskiej. Seria Organizacji i Zarzadzanie is the property of Silesian Technical University, Organisation & Management Faculty and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Serbian Journal of Management is the property of Serbian Journal of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)