EFFECTS OF MANAGERIAL PERCEIVED EFFECTIVENESS AND PERSONALITY ASSESSMENT OF IN HOUSE JOB ROTATION AND ITS IMPLEMENTATION

Abstract

Despite rapid technological advancement, human skills remain essential for organizations to achieve their goals effectively. Therefore, it is crucial for organizations to adopt strategies that enhance employee motivation and performance. One widely used human resource practice is in-house job rotation, which involves systematically transferring employees across departments to diversify their skills and improve their capabilities.

This study examines the relationship between job rotation and personality assessment, with a focus on their impact on perceived managerial effectiveness and organizational outcomes. The research investigates how personality traits influence the effectiveness of job rotation practices. Two key variables were analyzed: job rotation (independent variable) and personality assessment (dependent variable).

Primary data were collected through a structured questionnaire using a personal survey method from employees working in various organizations. The data were analyzed using regression analysis to determine the relationship between the variables. The results indicate that the significance value is below the accepted threshold level and the beta coefficient is positive, confirming a statistically significant positive relationship between personality assessment and job rotation.

The findings suggest that employees’ personality traits play an important role in determining the success of job rotation practices. Therefore, organizations should consider personality assessment when designing and implementing job rotation programs to enhance employee performance and achieve organizational effectiveness.