The Impact of Employee Engagement, Job Rotation, On Job Performance in the Egyptian Organizations

Author(s)

Saifaldeen Sony Saeed Elkhawanky , Sahar Mohamed Badawy ,

Download Full PDF Pages: 12-32 | Views: 36 | Downloads: 13 | DOI: 10.5281/zenodo.17158890

Volume 14 - September 2025 (09)

Abstract

Job rotation and employee involvement have emerged as crucial tactics for businesses looking to improve workers' performance, flexibility, and long-term competitiveness. The importance of human capital has increased in the age of globalization and technological improvement, especially in developing nations where businesses must contend with issues including high employee turnover, a lack of opportunities for professional growth, and skill mismatches. It is often known that engagement is a key factor in retention and productivity since it shows how motivated, emotionally invested, and committed workers are to their jobs. On the other hand, job rotation broadens employees' competencies and lessens work boredom by allowing them to methodically move across jobs, departments, or activities.

This study examines how job rotation and employee engagement affect job performance in Egyptian firms, where there is currently little research on these topics. The study used a quantitative research design and a positivist worldview. A standardized questionnaire that was disseminated to various management levels was used to gather data. To investigate the suggested hypotheses, responses were examined using regression modeling, confirmatory factor analysis (CFA), and descriptive statistics. The findings show that work performance is considerably and favorably impacted by both employee engagement and job rotation. Job attributes, recognition, and opportunity for growth were some of the best indicators. The results also show how rotation techniques can increase engagement, which in turn increases their impact on performance.

By analyzing the combined effects of engagement and rotation and providing empirical evidence from a developing-country perspective, this study adds to the body of knowledge. Practically speaking, the study highlights how crucial it is for HR directors in Egypt to combine engagement tactics with organized job rotation programs in order to promote flexibility, bolster workforce competencies, and attain long-term organizational performance in cutthroat markets.

Research Methodology

In order to test preconceived assumptions and validate a conceptual framework connecting employee engagement, job rotation, and job performance, this study used a positivist attitude and relied on a quantitative research design. Because it places an emphasis on observable facts, objective measurement, and the generalizability of conclusions, the positivist paradigm was judged appropriate. In order to offer empirical support for hypothesis testing and to explain the nature of the interactions between variables, a descriptive and causal method was used within this paradigm.

Research Instrument

A standardized questionnaire that participants self-administered was used to gather primary data. Closed-ended items on the instrument were scored on a five-point Likert scale, which goes from "strongly disagree" to "strongly agree." To guarantee construct validity, items were modified from well-established and validated scales in earlier studies. For instance, the Utrecht Work Engagement Scale (Schaufeli et al., 2002) was used to measure employee engagement, and scales from previous HRM studies (Campion et al., 1994; Nassar et al., 2020) were utilized to measure job performance and job rotation. A pilot study was carried out with a small sample of employees prior to full deployment in order to evaluate the items' dependability, phrasing, and clarity. In order to improve the questionnaire and reduce measurement errors, feedback was taken into consideration.

Population and Sampling

Employees at junior, middle, senior, and top management levels from a variety of Egyptian companies, with an emphasis on the banking and service industries, made up the population. A non-probability convenience sampling method was used because of the time and accessibility constraints. This approach offers sufficient representation and is frequently utilized in exploratory and applied business research, despite the fact that it restricts the ability to extrapolate findings to the full population. In order to perform structural equation modeling (SEM), which necessitates a comparatively high number of observations to guarantee statistical power, the sample size was found to be enough.

Data Collection

To increase response rates and guarantee variety across organizational levels, questionnaires were disseminated both electronically and on paper. To reduce social desirability bias, respondents were guaranteed anonymity and participation was entirely voluntary. By explaining the goal of the study, obtaining informed consent, and guaranteeing that the participants' answers would be kept private and used only for scholarly purposes, ethical concerns were taken care of.

Data Analysis Techniques

The statistical programs SPSS and AMOS were used to code and analyze the data. First, descriptive statistics were created to compile general response patterns and demographic information. The measurement model was then validated using Confirmatory Factor Analysis (CFA), and model fit was evaluated using indices including CFI, RMSEA, and GFI. Cronbach's alpha coefficients were used to evaluate reliability; values greater than 0.70 were deemed acceptable. Average Variance Extracted (AVE) and Composite Reliability (CR) calculations were used to test for convergent and discriminant validity. Lastly, the assumptions were tested using structural equation modeling (SEM), which yielded estimates of the direct impacts of work rotation and employee engagement on job performance.

This meticulous approach made sure that the results were legitimate and trustworthy, and that the study's conclusions could make a significant contribution to human resource management theory and practice.

Findings

Numerous significant insights regarding the connection between job performance, job rotation, and employee engagement were uncovered by the analysis. First, job performance was found to be positively impacted by employee involvement in a substantial and statistically significant way. Higher levels of drive, zeal, and psychological commitment were indicated by engaged workers; these traits translated into increased productivity, better cooperation, and a readiness to go above and beyond the call of duty. These results are in line with research that indicates motivated workers are more likely to exhibit organizational citizenship traits and provide better performance results (Christian, Garza, & Slaughter, 2011).

Second, the findings showed that job performance is significantly improved by job rotation as well. Workers that underwent organized rotation across departments or positions reported increased adaptability to organizational change, increased flexibility, and improved problem-solving skills. Additionally, rotation increased learning opportunities, decreased job boredom, and expanded employee competencies. The claim that rotation is a useful developmental technique that improves organizational and individual performance is empirically supported by these findings (Campion, Cheraskin, & Stevens, 1994; Li & Yan, 2007).

Descriptive statistics showed that the most important engagement criteria in predicting performance were job qualities, developmental opportunities, and recognition. Employee satisfaction and productivity were significantly influenced by growth possibilities and recognition of their contributions.

The measurement model was confirmed by the Confirmatory Factor Analysis (CFA), which showed that all constructs had factor loadings higher than the suggested cutoff of 0.60. According to metrics like the Goodness of Fit Index (GFI), Root Mean Square Error of Approximation (RMSEA), and Comparative Fit Index (CFI), the overall model showed an adequate fit. These results validated the accuracy and reliability of the measures of job performance, job rotation, and employee engagement.

The conclusions were further supported by the validity and reliability test results. Internal consistency was confirmed by Cronbach's alpha values exceeding 0.70 for every construct. Convergent and discriminant validity were supported by Composite Reliability (CR) values exceeding 0.70 and Average Variance Extracted (AVE) values exceeding 0.50.

Regression and structural equation modeling (SEM) were used to evaluate the hypotheses, and the results showed that rotation and engagement both strongly affect job performance. The suggested hypotheses (H1 and H2) were strongly supported by the positive and statistically significant standardized regression weights (β). Additionally, the data showed that job rotation improved engagement, which in turn improved performance. Higher levels of involvement were reported by workers who had rotation chances, which in turn supported their performance results. According to this finding, which emphasizes the interacting relationship between the two independent variables, job rotation has a greater impact on organizational outcomes by acting as a catalyst for engagement in addition to directly improving performance.

In conclusion, the results offer solid empirical support for the notion that job rotation and employee engagement are critical factors in raising performance in Egyptian companies. The way these two elements interact provides HR professionals with insightful information and highlights how crucial it is to combine engagement tactics with organized rotation programs in order to maintain competitive advantage.

Practical Implications

The study's conclusions have a number of significant ramifications for HRM practices, especially in Egypt and other developing nations. First, the data shows that companies must take a more coordinated approach to job rotation and employee engagement. Engagement strategies like ongoing feedback, developmental opportunities, and recognition programs should be used in conjunction with organized job rotation plans rather than in isolation. This kind of alignment guarantees that workers not only feel appreciated and inspired, but also acquire a variety of experiences that enhance their skills and flexibility.

This has immediate practical implications for businesses operating in the banking and service industries in Egypt. According to the report, employees place a high priority on professional advancement and recognition. Banks can expose staff members to a variety of departments, roles, and clientele by putting in place organized job rotation programs. In addition to producing multiskilled employees who can adapt to changing market demands, this also lessens the perception of boredom and stagnation that frequently fuels employee disengagement and attrition. Employees are therefore more likely to feel inspired, involved, and dedicated to the long-term prosperity of the company.

Second, the findings imply that training and development ought to be given more priority in human capital policy. To guarantee that workers can successfully transition into their new positions, job rotation should be accompanied by organized training programs, coaching, and mentorship opportunities. Without this assistance, rotation runs the danger of overburdening staff members or temporarily decreasing productivity. However, rotation turns into a potent instrument for knowledge transfer between departments, succession planning, and career advancement when combined with learning and development programs.

Third, managers need to understand that feedback and recognition systems are directly related to employee engagement. Recognizing employee contributions is one of the best indicators of performance, according to the study. HR directors should so provide open lines of communication, frequent performance evaluations, and clear recognition programs. In order to maintain engagement levels and promote discretionary effort, managers can reinforce positive behaviors and accomplishments.

From a wider angle, the results show that by deliberately implementing engagement and rotation strategies, businesses in emerging nations like Egypt can become more globally competitive. These techniques provide affordable and long-lasting solutions in a setting where many businesses face issues with high staff turnover, skill mismatches, and low motivation. As part of national plans to improve labor capacities and support economic growth, Egyptian policymakers and regulators may also think about enticing firms to implement organized development programs.

Lastly, the study emphasizes that job rotation and engagement are ongoing activities rather than one-time treatments. Organizations must incorporate them into their organizational culture and HR strategy for long-term success. Top management commitment, alignment with corporate objectives, and ongoing outcome monitoring are necessary for this. Programs for integrated engagement and rotation, when properly implemented, can enhance employee well-being, increase organizational resilience, and promote sustainable growth in addition to improving work performance.

Keywords

Employee engagement; job rotation; job performance; human resource management; organizational performance; employee development; work motivation; structural equation modeling (SEM); banking sector; Egyptian organizations

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Cite this Article:

Saifaldeen Sony Saeed Elkhawanky , The Impact of Employee Engagement, Job Rotation, On Job Performance in the Egyptian Organizations, American Based Research Journal 09(2025):12-32 DOI: 10.5281/zenodo.17158890