چکیده:
Stakeholders believe that the success of organizations, especially research organizations, depends on the activities of satisfied, motivated, and creative employees who strive to realize and achieve organizational goals; in this case, managers will be able to turn individuals' capabilities into action. On the other hand, the learning process emphasizes that learning initially begins at a slow pace, then intensifies, and after some time tends toward a state of uniformity, at which point the individual will achieve their maximum learning. Excessive duration gradually causes monotony in work and leads to numerous problems. Therefore, one of the strategic duties of organizational management is to create a suitable environment for the flourishing of employees' talents and abilities using specific techniques. Job rotation is one of the managerial measures in the field of human resource management, through which employees are moved across various jobs with different motivations on a conditional and situational basis. In the process of human resource retention, motivational factors can only be fruitful when they can be utilized in practice and benefit the organization. Job design is the most suitable position for applying motivational theories, through which principles such as job engineering, job development, job enrichment, job classification, job rotation, and desirable job characteristics are implemented in the organization. Among these, job rotation is considered more significant due to its greater application in improving employees and managers; according to many human resource management theorists, it is one of the methods through which a manager prevents fatigue and monotony in a single job and increases work motivation by changing jobs and familiarizing them with several other roles. The job rotation theory means that instead of mastering a specific job to an extreme extent, employees engage in learning other jobs, such that they hand over their work to others once a week or during a specific period alternately, moving from one job to another, thereby becoming familiar with multiple occupations and acquiring more skills. The job rotation theory is recommended for any organization that deals with human resources, but its application is of double importance in organizations based on creativity, innovation, and the intellectual power of human resources (not just physical labor), such as research organizations. Therefore, in a research organization, human resources play a decisive role in the efficiency and effectiveness of the system as a creative factor for advancing research goals.
خلاصه ماشینی:
Table No. 1 Job rotation program in Shioda Research and Development Center (Refer to the page image) Job rotation in companies in the state of Oregon In the Oregon system10, the human resources unit provides a suitable position for the professional growth of employees and the transfer of experiences so that each employee can develop their skills and perform their duties in different levels with a broader perspective.
Additionally, the following steps have been proposed by the relevant specialists of this company under the title of the OSHA plan (OSHA): The level of employee interest and individual capabilities should be considered; physical (skill-based) requirements and job knowledge should be taken into account, and the suitability of jobs for selection in job rotation should be determined; the opinions and perspectives of all employees must be considered, and if necessary, required changes should be made to the job list; necessary training should be provided to individuals until the job requirement is met; sufficient opportunity and time should be predicted to ensure full mastery and acquisition of physical work conditions; the start of job rotation and ensuring the completion of previous steps takes place during this stage; to ensure the ability to perform the work and also to identify work problems, there must be complete supervision over the manner in which the employee performs work in the new job program, and the employee is re-evaluated during the stages of job rotation using a job rotation questionnaire, and the results are compared with the initial assessment; if the result is desirable and satisfactory, the job rotation program continues, but if the result indicates a problem, an attempt is made to provide a corrective program, and if it is not effective, the job rotation program is stopped.
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