Welcome to the first in a three-part series of on job rotation. We'll explore:

• Why job rotation is introduced;
• Overcoming barriers to job rotation and securing employee buy-in; and
• The implementation process.

In this article, we’ll explain the concept of job rotation and why it’s an important tool in any employer’s or manager’s kit. The three main reasons why job rotation is introduced to a workplace involve:

1. Improving productivity;
2. Improving job satisfaction and employee motivation; and
3. Reducing musculoskeletal and other health problems.

Case study:

Recently I reviewed the printing press operator duties of a 30 year old lady with upper back complaints.

Between the time she developed her condition four months ago and the time she was due to return to her usual job, her organisation had introduced job rotation. The job rotation had been implemented well, with a sensible approach from the production supervisor and site manager. The result was a happier workforce.

The system of job rotation was likely to prevent the 30 year old from having a recurrence of her condition, which could have led to a decline in productivity or even a drawn-out injury claim. The value of this program is worth sharing.

What is job rotation?

Job rotation is a work system that involves employees moving between different jobs at regular intervals.

In a manufacturing environment, job rotation may simply involve the worker moving between different jobs within a particular area. In an office environment, job rotation may involve employees moving between different tasks within a department, e.g. alternating between inbound and outbound calls in a call centre, or moving from filing to data entry.

There has been a gradual increase in the use of job rotation over the last 10 years.

In a study of manufacturing industry in the US, it was found that about 45% of industries in 2008 had introduced job rotation, and the average time that job rotation had been in place was about five years.

Why job rotation?

1. Improved productivity

A number of complex factors influence how job rotation improves productivity:

• Job rotation allows employees to familiarise themselves with more of the working parts of a company. If an employee is aware of the various roles and tasks within their area, they are more likely to be able to identify and/or prevent problems when they occur. Employees also see how they can positively impact the tasks other people are doing.

For example, if an employee is aware that a machine malfunctions more frequently when the product is not assembled correctly, they are more likely to pay attention to correctly assembling the product. If they’ve had the direct experience of working with different workstations, employees will be more aware of the potential problems of those workstations and roles. This awareness assists in a more thorough, ‘big picture’-style completion of tasks.

• Rotating duties improves employee learning and boosts a company’s human capital. An employee who rotates through different jobs accumulates experience more rapidly than an individual who does not rotate. If employees’ are more versatile, they are more likely to have a greater awareness of problems that can arise, as well as the solutions. This improves their performance, and in turn the team’s performance.

• Employees who understand others’ roles within the team are more likely to assist them, again improving productivity.

• Employees who rotate through the jobs of a section or department are able to move more readily into roles left unattended due to staff absence.

• Employers can learn the skills and competence of employees more easily when they see them working in different positions. An employee’s strengths and weakness can be noted in varying jobs, allowing provisions to be made for optimal productivity. In turn, this can enhance an employee's job promotion and career development.

• Absenteeism and staff turnover are lower in companies with job rotation. This may be because of the job rotation, or, it may be because companies that have job rotation in place are more likely to generally look after their employees.  

2. Employee motivation and job satisfaction

A number of studies of job satisfaction have identified job rotation as an important factor in job satisfaction. Improving employee motivation obviously has a major bearing on productivity.

• Most employees prefer to perform a variety of tasks. They report that sharing the more enjoyable and less enjoyable tasks is a fairer workplace approach.

• Employees also report less boredom, better integration with other staff, increased knowledge, and a better understanding of organisational goals and needs when job rotation is in place.

• Employees in organisations where rotation has been introduced report less work stress, which means workplaces can steer away from costly, protracted stress-leave claims (and stress-related physical injury claims).

3. Reduced musculoskeletal problems.

There is some, but limited, evidence that job rotation reduces the likelihood of musculoskeletal problems.

• It is logical that changing activities will reduce musculoskeletal problems as there is less burden on specific muscle groups.

• It is also possible that improved job satisfaction reduces psychosocial stressors and as a consequence reduces the likelihood of musculoskeletal injuries. When staff are more satisfied they may be more prepared to deal with aches and pains.

In summary, job rotation can be introduced to improve productivity and job satisfaction, as well as to reduce injuries.

Job rotation is considered for reducing boredom and work stress, and is associated with lower rates of absenteeism, staff turnover and incidences of musculoskeletal injury. It is possible that the improvements in productivity attributed to job rotation are also attributed in part to employees feeling that the workplace is interested in their well-being, workplace culture and morale.

In part two we explore the barriers to job rotation, as well as securing vital employee buy-in.