The Effect of Job Rotation on Employee Performance with Organizational Commitment and Work-Life Balance as Mediating Variables at PT. BPD Lampung

High-quality and high-performing human resources have become a crucial issue in companies, especially in addressing business world challenges and supporting the achievement of company goals. Therefore, companies need to focus on talent-based human resource management to enhance and develop employee performance. The Key Performance Indicator (KPI) data of PT Bank Pembangunan Daerah Lampung from 2021 to 2023 shows a decline in the performance of Bank Lampung employees. In fact, the category of unsatisfactory employee performance has increased in the past three years. It is suspected that underperforming employees are experiencing fatigue or boredom with the routine tasks performed over a long period. Hence, this study aims to determine the effect of job rotation on employee performance with organizational commitment and work-life balance as mediating variables at Bank Lampung. This research method is descriptive verification research. The sampling technique used is convenience sampling with a sample size of 282 Bank Lampung employees, both at the Headquarters and branch offices in Lampung Province. The data used is primary data in the form of questionnaires, and the data analysis technique uses Structural Equation Modeling (SEM) with AMOS software. Purpose: The aim of this research is to know the effect of job rotation on employee performance with organizational commitment and work-life balance as mediating variables. Patients and methods: Data has been obtained from the answer of questionnaire testing on 282 respondents at Bank Lampung who were used as samples in research using techniques convenience sampling. Results: This study show that job rotation has a positive and significant effect on the performance of Bank Lampung employees. However, the second and third hypotheses, which state that organizational commitment cannot mediate the effect of job rotation on the performance and that work-life balance cannot mediate the effect of job rotation on the performance of Bank Lampung employees. Conclusion: Companies can advised to maintain the implementation of the job rotation program by planning a periodic job rotation program schedule and maintaining good employee performance by giving awards for employee achievements to the company and increasing work discipline by giving punishment to employees who are not disciplined regarding working hours. Apart from that, the Human Capital department of Bank Lampung needs to evaluate the work processes carried out and resolve problems faced by employees so that employees feel comfortable and find it difficult to leave the company/organization.