EFFECTSOFJOBROTATIONPRACTICESONEMPLOYEES’ ENGAGEMENT:ACOMPARATIVESTUDYBETWEENCBEAND NIBINTERNATIONALBANKSINGURAGEZONE

Abstract

Although job rotation (JR) has been widely discussed in academic literature, its influence on employee engagement (EE) has received comparatively less attention. This study aims to investigate the effects of job rotation practices on employee engagement, through a comparative study between the Commercial Bank of Ethiopia (CBE) and NIB International Bank in the Gurage Zone. A descriptive survey and explanatory research design were employed using a quantitative approach. The target population consisted of employees from public and private bank branches in the Gurage Zone. Cluster, simple random, and proportionate stratified sampling techniques were used to select branches and employees. Primary data was collected through self-administered questionnaires distributed to clerical employees, while secondary data was gathered through a review of relevant documents on job rotation and employee engagement. Quantitative data was analyzed using descriptive statistics, ordinal logistic regression, Mann–Whitney U test, and independent samples t-test, with the help of SPSS version 20. The findings revealed that job rotation practices—such as communication, support provision, planning, and evaluation—were moderately implemented in CBE but highly practiced in NIB International Bank. These variables had a significant and positive impact on employee engagement in both banks, accounting for 84.2% and 73.5% of the variation in employee engagement, respectively. Furthermore, the study identified a significant difference between CBE and NIB in terms of job rotation practices and levels of employee engagement. Therefore, both banks should acknowledge the important contribution of these six key job rotation variables and work to enhance their effectiveness. Doing so will improve employee engagement and contribute to the competitiveness and profitability of their organizations.