JOB ROTATION AND ITS IMPACT ON EMPLOYEE ENGAGEMENT AND PRODUCTIVITY

This study investigates how job rotation impacts employee performance in manufacturing firms in Rivers State, Nigeria, amidst globalization and technological advancements. Job rotation is increasingly adopted as a strategic HR practice to boost productivity and innovation. Drawing from behavioral and sociological management perspectives, the research examines its influence on employee involvement, skills development, and organizational outcomes. A cross-sectional survey involved 134 employees from diverse manufacturing enterprises in Rivers State. Using structured questionnaires, the study collected data on employee perceptions of job rotation's effects on productivity, skills development, and innovativeness. Statistical analyses, including Pearson correlation coefficients and regression models, explored these relationships. Findings highlight significant positive correlations: Employee Involvement and Productivity: A strong relationship (.830**) indicates that active participation in job rotation enhances employee productivity. Skills Development and Innovativeness: There is a significant positive relationship (p = .000), suggesting job rotation fosters innovativeness through diversified skill development. The study underscores the importance of tailored training and transparent communication to optimize job rotation's benefits. Challenges such as initial resistance and role effectiveness concerns emphasize the need for strategic implementation and ongoing evaluation. Recommendations include developing comprehensive training programs, fostering open communication, and monitoring performance metrics to maximize job rotation's effectiveness. By cultivating a versatile and motivated workforce, manufacturing companies in Rivers State can enhance their competitive edge and sustain growth in a dynamic business landscape. This research contributes empirical evidence to HRM literature on the benefits of job rotation in enhancing employee performance and organizational outcomes within manufacturing contexts