“Job Rotation/Cross Training as a Motivational Tool in Selec

“Job Rotation/Cross Training as a Motivational Tool in Selected Fast Food Chains in Malolos City”

RECOMMENDATION

1. It was recommended to the fast food chains to meet the satisfaction needed by the employee which differs in employment status, position or designation and length of employment. Management should utilize job rotation as a motivational tool to achieve the goal of the organization. The management must carefully use the motivational factors to boost the employee’s performance.

4. In order to have a good communication between the employee and the management it was recommended that management must hear out the employee’s point of view towards job rotation and to build friendly and comfortable working environment.

2. In monitoring the performance of employees in the working environment it was recommended that the management always recognized the effort being exerted by the employees and improved the rewards fitted for the needs of the employee.

3. Management should have set different challenging goal to trigger the employees to be more productive and to limit the dissatisfaction factors to lessen discouragement of the employees.

5. In order to create satisfaction on the employee, management must used satisfaction factors and focus only from it. If the employee is dissatisfied, management must use the specific dissatisfaction factors that make them to be dissatisfied and to eliminate the dissatisfaction on the part of the employee.

General Problem

Conclusion

1. Profile of the respondents

The majority of the respondents are regular employees based on employment status and most of them are employed for more than a year and on the other side there are still contractual employees that employed for more than a year.

2. Perception of the respondents

Through the study, the respondents answer falls to strongly agree which means that employees has a positive perceptions on job rotation or cross training as an individual and in the organization. On contrary, the respondents point out that they agree on the perception related to de-motivation. Therefore the researchers conclude that the job rotation has a bigger part in encouraging the employees.

To determine the relationship between perception and level of motivation and the level of de-motivation.

4. Level of de-motivation

In terms of level of de-motivation based on the company policies and administration, supervision, interpersonal relation, working condition, status, and job security that the respondents agreed to be fairly de-motivated that job rotation lessens the interest in a certain job and social interaction, serves as a basis in pointing out mistake, needs strict supervision from the managers, causes communication barriers between employees, causes difficulty in getting familiar with job, does not ensure security of tenure/job and affects employment status.

3. Level of motivation

In terms of level of motivation based on the achievement, recognition, work itself, career development and growth possibilities the respondents agreed to be fairly motivated that job rotation help the respondents to meet their daily quotas and acquire different skills, helps the management realize the efforts of the employee and in return they are entitled for the reward, gives broader knowledge and experience, develops skills is an advantage to my career, gives me a chance to acquire and adapt new skills. Based on the level of responsibility the respondents agreed to be highly motivated that job rotation makes the respondents more conscious in observing promptness in service delivery and incoming to work on time.

5. In accordance to the findings of the study the researchers find out that there was a weak positive relationship between the perception of the employees and the level of motivation and the level of de-motivation factors.

6. There is not enough evidence to either accept or reject the null hypotheses.

Research method

The study seeks to determine the relationship between perception and level o motivation and the level of de-motivation. In order to achieve the necessary information the methodology procedure used by the proponents of the research is survey/questionnaire method. After the gathering of the needed data and information, it will be organized, tabulated, computed, interpreted and analyzed to find out its relationship.

This study will utilize descriptive research method. This method will help the proponents find the answer to their question. The descriptive research is the most popular approach used in research project.

4. How de-motivated are the respondents on the factors related to Job Rotation/Cross Training categories using Herzberg’s Theory?

4.1 Company Policies and Administration – The respondents are fairly de-motivated having a weighted mean of 3.87 and 3.68 that job rotation/cross training makes them hard to reach the required skills in a certain job and there are certain types of job that they do not like.

5. Is there a relationship between the perception of the respondents on Job Rotation/Cross Training and their level of motivation?

4.2 Supervision – The respondents are fairly de-motivated that job rotation/cross training causes managers to always point out mistakes and that they are being pressured by the managers’ strictness with a weighted mean of 3.62 and 3.69, respectively.

4.3 Interpersonal Relationship – The respondents are fairly de-motivated that job rotation/cross training makes it hard for them to adjust in transferring from one job to another and it produces communication barrier due to different people that they socialize with and it has a weighted mean of 3.84 and 3.92.

4. How de-motivated are the respondents on the factors related to Job Rotation/Cross Training categories using Herzberg’s Theory?

2. What are the perceptions of employees on job rotation/cross training?

6. Is there a relationship between the perception of the respondents on Job Rotation/Cross Training and their level of de-motivation?

4.4 Working Condition – The respondents are fairly de-motivated with a weighted mean of 3.55 and 3.58 that job rotation/cross training causes difficulty in building good relationship with co-workers and frequent rotation makes difficulty in familiarizing one job.

4.5 Status – The respondents are fairly de-motivated with a weighted mean of 3.63 and 3.61 that job rotation/cross training makes them to be assigned in a job based on their employment status and their employment status affects the training they need for different jobs.

2.1 - The respondents strongly agreed with the grand mean of 4.56 that job rotation/cross training can enable them to achieve variety of skills, knowledge, abilities and experiences that can develop a career advantage in meeting daily quotas and being appreciated by their superiors which made them more conscious and more interested in work.

2.2 – The respondents agreed with the grand mean of 4.10 that job rotation/cross training requires certain skill in a certain job needing for a strict supervision of the superiors which causes communication barrier leading to difficulty on familiarization of job that can result a less security of tenure.

4.6 Job Security – The respondents are fairly de-motivated that job rotation/cross training has less chances of becoming regular employee or less security of tenure and it makes new employees to rotate more frequently having a weighted mean of 3.66 and 3.50, respectively.

Findings

Ideas

Statement of the Problem

3. How motivated are the respondents on the factors related to Job Rotation/Cross Training?

3.1 Achievement – The respondents are fairly motivated that job rotation/cross training enables them to meet daily quotas and achieve variety of skills and abilities with a weighted mean of 4.05 and 4.58, respectively.

3.3 The Work Itself – The respondents are fairly motivated that job rotation/cross training helps them gain more knowledge and experiences and be more interested in work with a weighted mean of 4.41 and 4.48, respectively.

1. How may the respondents be described in terms of:

1.1 Employment Status – Majority of the respondents are regular employees and the rest are contractual employees.

1.2 Position/Designation – Majority of the respondents are assigned in counter while the rest are assigned in dining area, manning the kitchen and delivery.

1.3 Length of Employment – Forty-seven (48%) percent of the respondents are in the range of more than a year of service in the fast food chain and the remaining seventy-one (52%) percent are less than a month, more than a month to 3 months, more than 3 months to 5 months, more than 5 months to 8 months and more than 8 months to 1 year.

1. How may the respondents be described in terms of:

a. Employment Status

b. Position/Designation

c. Length of Employment

Ideas

3.2 Recognition – The respondents are fairly motivated that job rotation/ cross training gives management a bases for appreciating efforts through giving rewards and helps them to do better so that will qualify for the reward having a weighted mean of 4.31 and 4.42, respectively.

3.4 Level of Responsibility – The respondents are highly motivated that job rotation/cross training makes them more conscious in observing promptness in service delivery and coming on work on time with a weighted mean of 4.56 and 4.51, respectively.

2. What are the perceptions of employees on Job Rotation/Cross Training?

Ideas

3.6 Growth Possibilities – The respondents are fairly motivated with a weighted mean of 4.46 and 4.41 that job rotation/cross training helps them to have broader knowledge and gives a chance to acquire new skills.

3.5 Career Development – The respondents are fairly motivated with a weighted mean of 4.44 that job rotation/cross training can develop a career advantage and highly motivated with a weighted mean of 4.53 that job rotation/cross training can give wider experiences and more insights.

3.how motivated are the respondents on the factors related job rotation/ cross training categories using Herzberg theory?