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“This is so uncertain” – Reasons for Non-Participation in a Recently Implemented Job Rotation Program from an Employee Perspective

Olvermann, Madita LU (2020) PSYP01 20201
Department of Psychology
Abstract
The present study concerns the implementation of a voluntary job rotation program for individual and organizational development. In order to increase participation in job rotation programs, it is crucial to understand the phenomenon of non-participation. Accordingly, the present study aims to (a) identify reasons for non-participation from an employee perspective and (b) uncover possible hindrances for participation. The thesis was conducted in collaboration with a large company that recently implemented a voluntary job rotation program. Semi-structured interviews (N = 28) were chosen as a method to gain a deeper understanding of the reasons for non-participation. The interviews were analyzed by means of a conventional qualitative content... (More)
The present study concerns the implementation of a voluntary job rotation program for individual and organizational development. In order to increase participation in job rotation programs, it is crucial to understand the phenomenon of non-participation. Accordingly, the present study aims to (a) identify reasons for non-participation from an employee perspective and (b) uncover possible hindrances for participation. The thesis was conducted in collaboration with a large company that recently implemented a voluntary job rotation program. Semi-structured interviews (N = 28) were chosen as a method to gain a deeper understanding of the reasons for non-participation. The interviews were analyzed by means of a conventional qualitative content analysis. The inductive coding of the interviewees’ responses revealed three types of reasoning and eight major reasons, which describe the different aspects seemingly influencing employees’ decision to non-participate in the job rotation program: (a) recent self-organized job transition, (b) perceived conflicts with career plans, (c) lack of capacity, (d) insufficient information flow, (e) perceived lack of personal benefit, (f) preference for another job mobility format, (g) lack of desire to leave one’s position, (h) uncertainty concerning the implementation. The results provide important practical implications for supervisors, Human Resources departments and companies. When recently implemented, a clear and targeted communication with a focus on incentives is highly encouraged in combination with a focus on the connectivity of the program with already existing structures (e.g., career paths or alternative opportunities). (Less)
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author
Olvermann, Madita LU
supervisor
organization
course
PSYP01 20201
year
type
H2 - Master's Degree (Two Years)
subject
keywords
Job rotation, non-participation, employee, job mobility, barriers, theory of planned behavior, career
language
English
id
9029271
date added to LUP
2020-09-15 11:33:38
date last changed
2020-09-15 11:33:38
@misc{9029271,
  abstract     = {The present study concerns the implementation of a voluntary job rotation program for individual and organizational development. In order to increase participation in job rotation programs, it is crucial to understand the phenomenon of non-participation. Accordingly, the present study aims to (a) identify reasons for non-participation from an employee perspective and (b) uncover possible hindrances for participation. The thesis was conducted in collaboration with a large company that recently implemented a voluntary job rotation program. Semi-structured interviews (N = 28) were chosen as a method to gain a deeper understanding of the reasons for non-participation. The interviews were analyzed by means of a conventional qualitative content analysis. The inductive coding of the interviewees’ responses revealed three types of reasoning and eight major reasons, which describe the different aspects seemingly influencing employees’ decision to non-participate in the job rotation program: (a) recent self-organized job transition, (b) perceived conflicts with career plans, (c) lack of capacity, (d) insufficient information flow, (e) perceived lack of personal benefit, (f) preference for another job mobility format, (g) lack of desire to leave one’s position, (h) uncertainty concerning the implementation. The results provide important practical implications for supervisors, Human Resources departments and companies. When recently implemented, a clear and targeted communication with a focus on incentives is highly encouraged in combination with a focus on the connectivity of the program with already existing structures (e.g., career paths or alternative opportunities).},
  author       = {Olvermann, Madita},
  keyword      = {Job rotation,non-participation,employee,job mobility,barriers,theory of planned behavior,career},
  language     = {eng},
  note         = {Student Paper},
  title        = {“This is so uncertain” – Reasons for Non-Participation in a Recently Implemented Job Rotation Program from an Employee Perspective},
  year         = {2020},
}