DBA Graduate - 2017
Thesis titleJOB ROTATION AND UNIT-LEVEL AFFECTIVE ORGANIZATIONAL COMMITMENT: INVESTIGATING THE EFFECTS OF JOB ROTATION AMONG CONSTRUCTION ENGINEERS IN MULTICULTURAL ORGANIZATIONS IN DUBAI, UAE
Purpose 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.
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