Vikram Kini didn’t know which career path to choose after completion of high school; so, he chose to follow in the footsteps of his father and studied civil engineering at USQ in Australia. His MSc in project management opened doors to other prospects in the field of organizational behavior, personality traits, and the like. And with his new-found passion for writing, Vikram attained the DBA from GEM. Vikram is currently working as a project engineer while trying to find time to write and publish.
This research aims to analyze the relation between job-rotation, unit-level-commitment and affective-organizational-commitment; among engineers with varying personalities and perceptions of job-rotation in construction-contracting organizations, in Dubai, U.A.E. Research Methodology
To understand the causal link between job-rotation, unit-level and affective-organizational-commitment, semi-structured interviews were conducted among ten engineers from construction-contracting organizations. Surveys were then sent out to 250 engineers in construction-contracting organizations to understand if the hypothesized relations exist.
Two main theories were drawn upon to approach the research question: The organizational-support theory was used to explain affective-organizational-commitment, and the social-exchange theory to explain unit-level-commitment.Findings
The major finding of the interviews seems to show a causal relationship between job-rotation, unit-level and affective-organizational-commitment exists. Results of the surveys suggest a high strength and positive correlation between job-rotation and unit-level-commitment; and between job-rotation and affective-organizational-commitment. Moreover, the results of this study concluded that there is a significant and strong effect of perceptions job-rotation and agreeableness on this correlation.Research Implications
This study adds to the sparse literature analyzing job-rotation and commitment link; and the unknown job-rotation and unit-level-commitment link. Moreover, this study pioneers in segregating job-rotation from the collective ‘training’ and/or HR bundles/practices, or as employee-mobility, and the understanding of job-rotation as not an action of schooling or mere training, but it goes beyond that definition.
Limitations are that participants belonging to a specific industry type were chosen and only within a single geographic location, viz. U.A.E. Further research analyzing different project-based organizations within different geographic locations could provide an interesting contrast.Practical Implications
The managerial contributions can be summarized into three sub-sections:
1) Employee-Learning: Employees benefit from increased knowledge gained from various disciplines within their project, equipping them to be better problem solvers and project managers.
2) Employer-Learning: Not only would employers gain by tapping into the true potential of their employees, but more importantly from the increased organizational commitment.
3) Employee-Motivation: Lastly, higher levels of job rotation triggers positive OCBs as they perceive the support the organization bestows upon them; leading to higher levels of motivation.Value
Few studies have focused on unit-level-commitment and while fewer have focused on job-rotation and affective-organizational-commitment, the literature surrounding job-rotation and unit-level-commitment is deficient. Moreover, literature surrounding to job-rotation generally focus on manufacturing and, lately, service sectors. This study analyzes these sparse or unknown links within the project-based construction industry and demonstrates the need and the benefits to employ job-rotation within such organizations.