1- PhD student, Department of Industrial Management, Qazvin Branch, Islamic Azad University, Qazvin, Iran. 2- Assistant Professor, Department of Industrial Management, Qazvin Branch, Islamic Azad University, Qazvin, Iran , abedi.sadegh@gmail.com 3- . Associate Professor, Department of Industrial Management, Qazvin Branch, Islamic Azad University, azvin, Iran
Abstract: (487 Views)
Job rotation is considered as a method to develop human resources in the organization to increase productivity and an opportunity to improve performance in the organization. One of the solutions offered to increase the productivity of human resources in the development of the organization's goals is the implementation of the job rotation plan. The purpose of this research is to identify the effective components of job turnover and determine the relative importance of these factors for designing a job turnover model. Using the research background, 42 components affecting job turnover were extracted and categorized into 4 dimensions: job records, general capabilities, behavioral competencies, and managerial competencies. In order to refine and evaluate the appropriateness of the extracted factors with the actual contexts and conditions of job turnover, the fuzzy Delphi method was used with a survey of 22 selected experts, and as a result, 32 components were identified in 4 dimensions. Then, the relative importance of each of the components and indicators affecting job turnover was determined based on the network analysis method (ANP). In this regard, the characteristics of job records were identified as the most important dimension affecting job turnover, and after that, the dimensions of behavioral competencies, managerial competencies, and general capabilities were ranked second, third, and fourth in importance, respectively. At the end, by using the priority weights of job rotation success factors, a job rotation implementation model was presented
Soltani H, Abedi S, Mohtashami A. Designing a job rotation system to improve the performance of the organization in Iran's oil industry. Strategic studies in the oil and energy industry 2024; 16 (62) :12-12 URL: http://iieshrm.ir/article-1-1706-en.html