Job Rotation and Employee Performance in Local Government: Evidence from Kamwenge District Local Government, Uganda

Abstract

Job rotation is increasingly used as a workplace learning strategy through which employees acquire multiple competencies, broaden their understanding of organisational processes, and improve their capacity to perform diverse assignments. However, evidence on its contribution to employee performance in Uganda's decentralised local government system remains limited and mixed. This paper examined the relationship between job rotation and employee performance in Kamwenge District Local Government, Uganda. The analysis was based on a sequential explanatory mixed-methods study involving employees and key informants at the district headquarters. Quantitative data used in the relationship analysis were obtained from 116 questionnaire respondents, while qualitative evidence was obtained through key-informant interviews. Quantitative data were analysed using descriptive statistics and Pearson's product-moment correlation, while qualitative data were analysed thematically. The findings revealed a moderate, positive and statistically significant relationship between job rotation and employee performance (r = .538, p < .01, N = 116). Qualitative evidence further indicated that rotation enhanced employees' exposure to budgeting, auditing, revenue collection, health-service units and other functional responsibilities, thereby strengthening skills, teamwork, adaptability and timeliness. The findings are consistent with recent Ugandan evidence showing that job rotation is positively associated with employee productivity. The paper concludes that job rotation can contribute meaningfully to employee performance when implemented systematically rather than as an informal administrative practice. It recommends formal rotation schedules, competency-based placement, pre-rotation orientation, supervisory support and systematic monitoring of performance before and after rotation.