Abstract:
Job rotation is a major concern to all organizations especially financial institutions. One way of training employees in the financial institutions is through the introduction of job rotation. Job rotation is a directive introduced by Bank of Ghana in 2008 to all financial institutions. The researcher in the view used Akuapem Rural Bank Limited as a case study to examine the impact of job rotation on employees’ performance. Based on the researcher’s objectives, questionnaires were administered to 60 sample size to gather data from management and staff of Akuapem Rural Bank Limited. The data and the responses were analyzed and interpreted to find out the impact of job rotation on employees’ performance. Based on the four objectives of the study, the researcher found out from the objective one that, job rotation decision was taken only by the senior management of Akuapem Rural Bank Ltd. practiced consistently by the bank. From the objective two, the researcher found out that, Akuapem Rural Bank Ltd. used job rotation as a means of training its employees to meet the needs of the bank such as maximizing output, knowledge acquisition, and skill diversity. It was clear from the objective three that all the employees at Akuapem Rural Bank Ltd. are well satisfied with the practice of job rotation policy. It was clear from the final objective that, challenges such as high cost of implementation, increased in workload and long working hours were factors that hinders employees’ desire in rotational duties. The researcher made recommendations based on the findings recovered from analysis and interpretation of the data.
Description:
A Dissertation in the Department of Management Studies Education, submitted to the School of Graduate Studies, University of Education, Winneba, in partial fulfilment of the requirements for the award of Master of Business Administration (Organizational Behaviuor and Human Resource) degree
