The Relationship between Job Rotation and Organizational Indifference Among Nurses

Abstract

Background: Nurses constitute the foundation of healthcare institutions, making their job motivation a critical organizational responsibility. Healthcare organizations increasingly utilize job rotation as a strategic approach to enhance nursing staff efficiency and workplace engagement. Through diverse experiences across various units and roles, job rotation can significantly improve nurses' organizational commitment and reduce workplace monotony. However, without effective rotation opportunities or adequate organizational support, nurses may exhibit organizational indifference, potentially compromising patient care quality and organizational performance.

 Aim of the study: This study aimed to investigate the relationship between job rotation and organizational indifference among nurses at Belbeis General Hospital.

Subjects and Methods: Research design: A descriptive correlational design was used.

Setting: The study conducted at Belbies general hospital.

Subjects: sample 185 staff nurses were selected for the study by convenient sample.

Tools of data collection: The first tool: a socio-demographic data sheet with job rotation questionnaire,

The second tool organizational indifference questionnaire. Data were collected through self-administered questionnaires and analyzed using descriptive and inferential statistics.

Results: Among participating nurses, 51.2% demonstrated high job rotation perception levels, while 53% displayed moderate organizational indifference levels. Statistical analysis revealed a significant inverse relationship between job rotation and organizational indifference (r = -0.246, p = 0.001). Job rotation showed significant negative correlations with specific dimensions of indifference including indifference to manager (r = -0.233, p = 0.001), indifference to organization (r = -0.206, p = 0.005), and indifference to work (r = -0.310, p < 0.001). However, no significant associations were found between job rotation and indifference to patients (r = 0.032, p = 0.667) or colleagues (r = -0.099, p = 0.181). Regression analysis identified job rotation as a significant predictor of reduced organizational indifference.

Conclusion: Job rotation serves as a crucial mechanism for reducing organizational indifference among nurses. The significant inverse relationship between job rotation and organizational indifference suggests that well-structured job rotation can effectively address nursing workforce disengagement, enhance organizational commitment and reduce organizational indifference.

Recommendation: Healthcare organizations should implement comprehensive job rotation initiatives to optimize nursing staff retention and performance in increasingly challenging healthcare environments.