Development of Job Rotation Model for Performance Improvement of Employees of East Java I Regional Office of Directorate General of Customs and Excise

Harwan Ony Prasetyanto

= http://dx.doi.org/10.20473/adj.v4i1.19332
Abstract views = 97 times | downloads = 94 times

Abstract


Job rotaion in public service agencies is a common practice. Job rotations are implemented in order for employees to gain new experience, learn new things that can ultimately improve the skills, competencies and performance that are beneficial for the organization. The Directorate General of Customs and Excise (DJBC) of Republic of Indonesia applies the homebase (within the city of residence) and non-homebase (far from the city of residence) job rotation models in an effort to improve employee experience, skills, competencies and performance and meet the organization’s specific goals. This study aimed to identify the degree of engagement and performance of DJBC East Java I Regional Office employees who have experienced both homebase and non-homebase job rotation models. The study used qualitative methods with a number of informants selected purposively based on their age range and homebase and non-homebase job rotation experience. The results showed that non-homebase job rotation that was originally intended to provide employees with experience, knowledge, skills and improvement is not accompanied with strong employee engagement nor a high degree of work performance. Personal and family problems, unexpected financial expenditure and the process of adaptation in the new workplace have prevented the non-homebase employees from developing optimum engagement and job performance

Keywords


homebase job rotation, non-homebase job rotation, work engagement, job performance

Full Text:

PDF

References


Anderson, C., & Stark, C. (1988). Psychosocial Problems of Job Relocation: Preventive Roles in Industry. Social Work, 33(1), 38–41. http://www.jstor.org/stable/23715124

Anitha, J. (2014). Determinants of employee engagement and their impact on employee performance. International Journal of Productivity and Performance Management, 63(3), 308–323

Handoko, H. (2014). Manajemen Personalia dan Sumber Daya Manusia. BPFE.

Hasibuan, M. S. P. (2007). Manajemen Sumber Daya Manusia. PT Bumi Aksara.

Heathfield, S. (2019). A Transfer at Work Is a Career Opportunity. The Balance Career. https://www.thebalancecareers.com/transfer-at-work-is-a-career-opportunity-1918276

Ho, W.-H., Chang, C. S., Shih, Y.-L., & Liang, R.-D. (2009). Effects of job rotation and role stress among nurses on job satisfaction and organizational commitment. BMC Health Services Research, 9(1), 117–127. https://doi.org/10.1186/1472-6963-9-8

Hyman, J., & Summers, J. (2004). Lacking balance? Work-life employment practices in the modern economy. Personnel Review, 33, 418–429.

Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692–724.

Karatepe, O. M. (2013). High‐performance work practices, work social support and their effects on job embeddedness and turnover intentions. International Journal of Contemporary Hospitality Management, 25(6).

Kaymaz, K. (2010). The effects of job rotation practices on motivation: A research on managers in the automotive organizations. Business and Economics Research Journal, 1(3), 69–85.

Linge, T. K. (2019). Job Rotation And Employee Motivation: A Case Of Small ICT Firms In Nairobi Kenya. Journal of Language, Technology & Entrepreneurship in Africa, 10(1), 133–138.

Mathis, R., & Jackson, J. (2010). Human Resource Management. South-Western Cengage Learning.

Priansa, D. J. (2014). Perencanaan dan pengembangan SDM. Alfabeta.

Richman, A. L., Civian, J. T., Shannon, L. L., Jeffrey Hill, E., & Brennan, R. T. (2008). The relationship of perceived flexibility, supportive work-life policies, and use of formal flexible arrangements and occasional flexibility to employee engagement and expected retention. Community, Work and Family, 11(2), 183–197. https://doi.org/10.1080/13668800802050350

Sarkar, D. D. (2019). How governments use job transfers to punish. Livemint. https://www.livemint.com/opinion/columns/opinion-how-governments-use-job-transfers-to-punish-1548339951674.html

Shahzadi, I., Javed, A., Pirzada, S. S., Nasreen, S., & Khanam, F. (2014). Impact of employee motivation on employee performance. European Journal of Business and Management, 6(23), 159–166.

Swanson, R. A., & Holton III, E. F. (2009). Foundations of Human Resource Development (2nd ed.). Berret-Kohler Publishers, Inc.

Werther, J., & Davis, K. (1996). Human Resources and Personnel Management (5th ed.). McGraw-Hill.

Undang-Undang (UU) Aparatur Sipil Negara (ASN) No. 5 Tahun 2014.


Refbacks

  • There are currently no refbacks.


Copyright (c) 2020 Airlangga Development Journal

View My Stats

Creative Commons License
ADJ by Unair is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.