WORKFLOW MANAGEMENT AND JOB ROTATION

A Thesis
Presented to
The faculty of UM Panabo College
Panabo City

In Partial Fulfillment
Of the Requirement for the Course
HR Research
(Psychology 32)

Arianne Grace Albelda

Shella Mae B. Arguelles
Jorylyn Cabutaje
Diego Ginolos
Kimberly C. Marzado
orylyn B. Cabutaje

September 2019
 Chapter 1

THE PROBLEM AND ITS SETTING

Background of the Study

In us, Efficiency in lean production systems is largely determined by

the speed of recovery from process interruptions. Without buffer stock, and

with a balanced line, the production rate will be constant except when a

problem is detected, at which point the whole line will stop. This motivates

exploration of problem solving as a key design feature of lean systems. One

response to the need for improving operator problem solving skills has been

the use of job rotation schemes. The increasing efficiency of operators faced

with repeating tasks is widely accepted and has been characterized by the

well-known learning curve (Allwood and Lee, 2004).

Statement of the Problem

This study aims to determine if there is a relationship between workflow

management and job rotation.

Specifically, the researcher aimed to sought answers to the following

questions:

1. What is the level of workflow management?

2. What is the level of job rotation?

3. Is there a significant relationship between workflow management and

job rotation?
 2

Hypothesis

The null hypothesis was tested at 0.05 level of significance, which

states that there is no significant relationship workflow management.

Theoretical and Conceptual Framework

This is anchored from the theory of Yoon and Jung (2013) states that
the effect of job rotation could be hard to identify because it required a long-
period close observation. Laboratory studies covered only simple aspects of
tasks or movements. Optimization approach studies showed the systematic
approach to establish the job rotation scheme though many limitation and
assumptions were adopted. This study collected and classified the previous
studies on job rotation and presented the different approaches across various
research areas.

Independent Variable Dependent Variable

Job Rotation
Workflow Management

Figure 1. Conceptual Paradigm Showing the Variables of the Study.

 3

Supported by the study of Mohsan, Musarrat Nawaz & Sarfraz Khan,

(2012) agreeing on job rotation in organizations is following by different beliefs

and reliable data forming the principles of decision-making. By correctly

planning for relocation, organizations can solve human resource problems,

lead employees' to have positive perception of their job and organization, and

at the same time reduce improper organizational behaviors (such as leaving,

absence, and working poor). It is, thus, clear that job rotation is not only an

ideal but an undeniable necessity. The importance of job rotation is relatively

known to all companies around the world. It is a good approach for

organizations to develop employees, managers and executives.

As shown conceptual paradigm of the study figure 1, the independent

variable is workflow management.

The dependent variable is job rotation.

Significance of the Study

The significance of this study is considered to be important to the

following:

Manager. This will assist them in making effective way on how to work

together as a team, productive, innovative on how to achieve the company

goals.

Employees. This will help them to understand their real value of

responsibilities and duties and also help them to understand what fulfillment

they needed most that drive them to do more.

 4

Future Researcher. This study would help researcher to be aware and

knowledgeable to the processes involved in the round rag making industry, to

be a better analyst and it can help as a future reference for more studies in

the future.

Definition of Terms

The following terms which are operationally and universally defined for

easy understanding of the readers.

Workflow Management.

Job Rotation.
 5

Chapter 2

REVIEW OF RELATED LITERATURE

Readings from the different sources here in Philippines and abroad are

summarized in accordance with the topics and hereby presented to provide a

better background insights.

Workflow Management

Workflow management is commonly defined as a ratio between the

output volume and the volume of inputs. In other words, it measures how

efficiently production inputs, such as labor and capital, are being used in an

economy to produce a given level of output. Workflow is considered a key

source of economic growth and competitiveness and, as such, is basic

statistical information for many international comparisons and country

performance assessments (Krugman, 1994).

Describes the importance of project planning and definition of

operational procedures for both administrative and technical staff when

implementing workflow, along with human factors such as perceived loss of

flexibility and interpersonal give-and-take, fear of ensuing job losses, the need

to relearn electronic versions of forms and resistance to an automated

process developed by a remote corporate authority. It blend one part of

management, one part coalition builder, one part business analyst, one part

project manager and one part systems integrator is required to successfully

implement workflow (Kobielus, 1997).

 6

Divides workflow implementation into technical and non-technical

factors. The technical factors he identifies as important are planning,

documentation, training, and systems testing. Non-technical factors are group

working and group behavior, change management, choice of prototyping

options and systems development methods. There are five problems likely to

occur: forgetting that people are involved, using Rapid Application

Development (RAD) techniques inappropriately, having inadequate computer

resources, poor project management and lack of top management support

(Chaffey, 1998).

Workflow management is the coordination of tasks that make up the

work and organization does. By ‘workflow’ we mean a sequence of tasks that

are part of some larger task, and is sometimes synonymous with ‘business

processes. The purpose of a workflow is to achieve some result, and the

purpose of workflow management is to achieve better results according to

some set of goals (Hilton, 2018)

A workflow, sometimes used as a synonym for “a business process,”

comprises a series of tasks or activities through which work is routed.

Workflow management systems area class of software that supports business

processes by taking on their information logistics, they ensure that the right

information reaches the right person at the right time. The information logistics

of business processes can be captured by a work flow or process modeling

language. Different work flow management systems may be implemented

supporting the use of different language (VanHee, 2002).

 7

There are other benefits in deploying workflow applications. By having

explicit representations of these resource and control flow dependencies, it

can be claimed that changing workflows is easier and hence a business that

has automated its processes by means of a workflow management system

maybe more responsive to changes in its environment , such as changing

legislation or evolving market conditions. As workflow management systems

log events that pertain to business processes (the fact that a certain resource

has completed certain task at a certain point in time), process logs may be

used to demonstrate that a business complies with best practices or with

existing legislation (Vander, 2004).

Workflow Management has defined what the components of a workflow

environment are and what interfaces these components should have to

support interaction with other and with external components. In a workflow

management environment, there is typically a component that supports the

specification of workflows and another that supports the execution of these

workflows. There are also, components that can deal with external

applications or other work flow engines or that provide support for

administration and monitoring (Fischer, 2005).

Workflow management is the coordination of tasks that make up the

work and organization does. By ‘workflow’ we mean a sequence of tasks that

are part of some larger task, and is sometimes synonymous with ‘business

processes. The purpose of a workflow is to achieve some result, and the

purpose of workflow management is to achieve better results according to

some set of goals. Workflow management is principally a management

discipline, focused on the structure of work within some the network, and thus
 8

can be controlled and managed by incorporating the domain business

application into the execution process of the network (Hilton, 2018).

Job Rotation

Therefore, job rotation is a method of job design which allows the

employees to learn the job skills from various departments and eliminates the

employees fatigue caused by the same kind of job assignments by changing

such assignments (Richard Thackray, 1981).

States that organizations use job rotation to alleviate the physical and

mental stresses endured by employees when working the same position, year

after year. By allowing employees to rotate to other positions, the risk factors

for some types of musculoskeletal disorders may be reduced. Job Rotation is

also believed to have the ability to decrease the amount of boredom and

monotony experienced by employees who work the same position for

extended periods of time (Rothwell, 1994).

States that, job rotation at the senior management levels is frequently

referred to as management rotation, is tightly linked with succession planning

developing a pool of people capable of stepping into an existing job. Here the

goal is to provide learning experiences which facilitate changes in thinking

and perspective equivalent to the "horizon" of the level of the succession

planning (Hunng, 1999).

Job rotation is a training method followed by the organization to

develop the employees in various departments were they can gain diversified

learning of job skills for a specific period of time and job rotation is a practical
 9

approach to enrich and expand the job assignments of the employees

(Kraimer, 2001).

Job rotation comes in many forms and is useful in many situations. Job

rotation is the systematic movement of employee from one job to another.

How this movement is accomplished depends on the purpose that you wish to

achieve and how dramatic a move you are willing to take (Malinski, 2002)

Job rotation staff is moved between different jobs and it is most of the

time within the organization between different jobs or tasks. It is a form of

training where a member of staff leaves the job and another unemployed

person takes his job and his debates about job rotation takes job rotation

outside the scope of organization rather than inside the organization as

unemployed people are brought into the organization (Bennett, 2003).

In job rotation, staffs are moved between different jobs over a period of

time and this movement is planned to achieve different purposes. It is an

organized movement of staff from one job to another and he also adds that an

individual does not have to leave a job to get a more satisfying job. This can

be achieved in the same job by using job rotation, enrichment and

restructuring. It is a model of training through which already employed staffs

leave their jobs to go on further training and unemployed people are brought

into their places for work, hold the view that in job rotation, individuals are

moved between jobs of similar nature. Write that the movement of staff in jobs

is at the same level in the organization as they are not promoted in the job

where they are rotated (Parker, 2003)

 10

Job rotation can be defined as the performance by an employee of a

new assignment on a temporary basis for an agreed period of time. Job

rotation is position-oriented, with management determining the need for a

specific job to be done. An employee selected for job rotation will normally

possess the requisite skills and be paid for work-out-of-class if the assignment

is in a higher salary range than that corresponding to the employee’s usual

classification (Collard, 2004)

Job rotation is described as the process of switching a person from job

to job, which increases an employee’s capability and value to an organization.

Job rotation can be defined as the performance by an employee of a new

assignment on a temporary basis for an agreed period of time. Job rotation is

position-oriented, with management determining the need for a specific job to

be done (Edward, 2005)

Job Rotation is where an individual is moved through a schedule of

assignments designed to give that individual a breadth of exposure to the

entire operation. The term of job rotation can also mean the scheduled

exchange of persons in offices, especially in public offices. It can be used in a

variety of ways to meet the development and training needs of companies and

employees, without a break in production. It is an alternative to job

specialization. It is a way to reduce employee boredom and it also facilitates

more of an understanding about the organization. Job rotation is moving from

one job to another. Job can be rotated that are very similar or drastically

different for example, a person in charge of accounts receivable could change

with a person who is in charge of accounts payable. An employee could work

 11

as a marketer for a year and then work as a selling agent for a year (John,

2005).

Position rotation is the process of moving an employee laterally to

different departments, positions, or geographic locations for the purpose of

professional development of the employees by exposing them to new

knowledge, skills, and perspectives. Position rotation can be further broken

down into within-function rotation, and cross-functional rotation. Within-

function rotation is where an employee rotates between jobs within the same

level of responsibility and in the same functional or operational areas.

Conversely, cross-functional rotation, on the other hand, usually involves a

sequence of positions, often with increasing levels of job responsibilities

(Marshall, 2006).

It involves an employee changing positions within the same

organization and eventually returning to the original position. The term JR can

refer to different types of rotations. Task rotation usually takes place in jobs

that involve a high degree of physical demands on the body or a high degree

of repetitive tasks that can become extremely tedious. Employees are

periodically removed from these physically demanding or mentally stressful

tasks to a less demanding task for a certain period of time to give them a

break (Mourdoukoutas, 2009).

Further, job rotation can be characterized as the execution by a worker

of another task on a transitory reason for a concurred timeframe. Job rotation

is position-situated, with administration deciding the requirement for a

particular employment to be done. A representative chose for job rotation will

 12

ordinarily have the imperative abilities and be paid for work-out-of-class if the

task is in a higher pay extend than that relating to the representative usual

classification (Alquraan, 2011).

Moreover, job rotation may have the impact of diminishing a workforce

due to the broadly educating included; an organization should not have to

contract extra staff to cover positions and should probably closure current

workers now not thought of necessary. One other issue looked by

associations is the probability of having to pay sparks to workers for interest

with the action turn execution which can incite wage lopsidedness (Adjei,

2012).

Job rotations have existed as a means of developing individual

knowledge and skills since the industrial revolution, and in today's dynamic

global workplace, they afford organizations an opportunity to manage

changing psychological work contracts and employee desires for self‐

managed careers. Through the systematic mining of psychology, business,

management, and educational databases, this literature review provides a

summary of job rotation practices, individual and organizational benefits, likely

costs associated with job rotations, and implications for practitioners. Findings

indicate that while employees seek learning and marketability over job

security and stability, organizations strive to maintain continuity and internal

growth and development of their workforce (Casad, 2012).

Job rotation is a great tool to enhance staff motivation, commitment

and participation in the work, which is also important in an effective and

integrated performance of organization. Job rotation is accepted as an

 13

effective way to develop skills and motivation of the employees. Job rotation is

a job design process that is widely used in many organizations at different

levels of the organizational hierarchy. Job rotation is the result of effort and

determination and implementation of human structure with technological

processes. Job rotation is an important process in human resource capital

development policies, which potentially plays a role in improving job

satisfaction and enhances the capabilities of employees (Wageeh, 2014).

In the same manner, job rotation is a bit of preparing experienced in a

connection including the two supervisor and non-administrators. It happens

when an operator is moved from one occupation, division, or errand to

another in the wake of burning through sometime in an express occupation,

undertaking, task, or office with a point of perspective of connecting with the

workers to stay more aptitudes, gifts and information. As they say, job rotation

is impacted by coordination and is wanted to expand ones position, learning,

fitness, and contact (Oparanma, 2015).

Job rotation can be characterized as working at various undertakings

or in various positions for set timeframes. Job rotation can be likewise

considered as a substitute device for work planning, that enable

representatives to think about various occupations abilities from various

divisions, it additionally eliminated workers exhaustion caused because of

exhausting employment assignments, these new difficulties inspire workers

again which additionally increment workers spirit to enhance yield. The

difficulties looked by the representatives in the new assignments can urge

them to pick up energy and enhance their assurance in the workplace

(Jocom, 2017).
 14

Job rotation is an awesome instrument to upgrade staff inspiration,

duty and interest in the work, which is additionally vital in a viable and

incorporated execution of association. Job rotation is acknowledged as a

compelling method to create abilities and inspiration of the representatives.

Job rotation is a vocation configuration process that is broadly utilized as a

part of numerous associations at various levels of the authoritative order. Job

rotation is the consequence of exertion and assurance and usage of human

structure with innovative procedures. Job rotation is an imperative procedure

in human asset capital improvement strategies, which conceivably assumes a

part in enhancing work fulfillment and upgrade that capacities of

representatives (Ali-Mohammadi, 2017).

 15

Chapter 3

METHOD

This chapter contains the discussion of research method,

which includes the research design, research subject, research

instruments, data gathering processes, and statistical treatment of

data interpretation.

Research Design

The non-experimental correlational method was employed in

this study. As stated by Medel (2014), this method described the

characteristics of a population involved the description, recording,

analysis, and interpretation of the present nature, composition or

processes of phenomena. It is descriptive because the study focused

on the current situation with the objective of finding new truth that may

have different forms and new generalization.

Research Subject

The researchers used random sampling technique in

identifying the respondents. The respondents of the study were the

selected employees of Panabo Multi-Purpose cooperative in Panabo

City. Out of the approximately 90 workers, only fifty (50) respondents

considered in the study.

 16

Research Instrument

The instrument used is a constructed questionnaire for

employee

engagement and an adopted research questionnaire for employee job

performance. Section one of the instrument pertains to the level of

commitment, loyalty and trust and section two pertains to the job

performance of the business. The respondents were required to check

single selected choice on the range 5 to 1 for section one and two,

respectively.

To determine the level of workflow management, the following

rating skills was used:

Scales Descriptive Equivalent Interpretation

4.21 – 5.0 Very High It means that

workflow
management is
always
practiced

3.41 – 4.20 High It means that

workflow
management is
practiced

2.61 – 3.40 Moderate It means that

workflow
management is
often practiced

1.81 – 2.60 Low It means that

workflow
management is
sometimes
practiced

1.00 – 1.80 Very low It means that

 17

workflow
management is
not practiced

To determine the level of job rotation, the following rating skills

was used:

Scales Descriptive Equivalent Interpretation

4.21 – 5.00 Very High This means that

Job Rotation
is very satisfactory.

3.41 – 4.20 High This means that

Job Rotation
is satisfactory.

2.61 – 3.40 Moderate This means that

Job Rotation
is fair.

1.81 – 2.60 Low This means that

Job Rotation
is less satisfactory.

1.00 – 1.80 Very low This means that

Job Rotation
is not satisfactory.

Data Gathering Procedures

The researchers used the following steps in the gathering data.

Initial Interview. The researchers asked for the names of the

manager of Panabo Multi-purpose Cooperative to address the letter

asking permission to conduct a study.

 18

Permission to Conduct the Study. Letter of permission to

conduct the survey question was sent to the human resource manager

of Panabo Multi-purpose Cooperative.

Construction and Validation of Questionnaire. The

questionnaire for employee engagement was constructed by the

researchers while the questionnaire for job performance is adopted

from University of the Fraser Valley and was validated by the expert.

The revision was made until the questionnaire was polished and ready

for administration to the respondents.

Administration of the Questionnaire. The research

questionnaires were personally administered to the respondents.

Collection of the Questionnaire and Scoring of Data. The

responses were collected, tallied, and statistically processed and be

interpreted by the statistician.

Statistician Treatment of the Data

The data gathered were classified, analyzed, and interpreted by

using the following appropriate statistician tools:

Mean. This was used to determine the level of engagement and

job performance among selected employees of Panabo Multi-purpose

Cooperative in Panabo City.

Pearson-r. This was used to determine the relationship between

engagement and job performance among selected employees of

Panabo Multi-purpose Cooperative in Panabo City.

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