LEVERAGING JOB ROTATION FOR HUMAN SUSTAINABILITY IN SERVICE ORGANISATIONS IN NIGERIA

Abstract

The imbalances of the labour market, especially those linked to soaring unemployment rates, high population, and poverty within Nigeria; have significantly impacted the power balance between employers and employees. Such have created work systems and environments where employees are constantly exploited. These have contributed to the problem of poor human sustainability in organisations. In addressing the stated problem, this paper examined the extent to which job rotation can be leveraged to enhance the outcome of human sustainability. The paper is designed as a theoretical paper, and its discussion of the concepts is anchored on Fredrick Herzberg’s 1959 motivation-hygiene theory. In conclusion, it was affirmed that while job rotation is important in creating meaning and a purposeful work life for employees, it is yet imperative that such practices are modelled to reflect the core attributes and peculiarities of the organisation; ensuring that the adopted models and design of job rotation, sufficiently engage and address the actual human sustainability concerns and goals of the organisation.