Job Rotation: An Effective Tool to Transfer the Tacit Knowledge within an Enterprise

Lu, Honglei; Yang, Congjie

doi:10.4236/jhrss.2015.31005

Cited by 8 publications

(13 citation statements)

References 2 publications

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“…Job rotation (Lu and Yang, 2015) may also facilitate a more gender-balanced CI environment, as it can permit different job assignments for broader work experience, leading to future managerial positions both for males and females (Sato et al, 2017). Another worthwhile concept is “job crafting,” which promotes more equal opportunities for men and women and specific proactive behaviors in which employees initiate changes in the levels of job demands and resources (Tims and Bakker, 2010).…”

Section: Discussionmentioning

confidence: 99%

Biased Perceptions and Personality Traits Attribution: Cognitive Aspects in Future Interventions for Organizations

2019

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In most European countries, the proportion of females and males pursuing a career in Technology and Engineering is quite different. The under-representation of women in these jobs may be attributable to a variety of factors, one of which could be the negative and stereotyped perception of these work sectors as unsuitable for women. The purpose of this study was to determine whether stereotyped perceptions impact the job representation of males and females in the Construction Industry, which is a particularly male-dominated work sector. Three construction organizations in the West Midlands (United Kingdom) were studied by means of ethnographic interviews and observations. Three (6.7%) of the 45 research participants (mean age 44.3) were women (focusing only in people working in Construction sites). There was a high differentiation of activities between the males and females. Biased perceptions and personality traits attribution played a fundamental role in such a differentiation. Despite some main limitations (low generalisability, lack of longitudinal findings), this study focused on some important practical implications for current work policies: changing the mindsets of people (starting from school age), using new flexible strategies and creating the role of internal advocates. The findings provide definitive evidence of the need to increase the promotion of social communication and public campaigns on gender equalities in male-dominated work sectors, taking into account the cognitive processes behind gender differences. The findings also give new hints on re-thinking the contribution of Psychology, particularly Cognitive Psychology, in fields with allegedly wide gender gaps.

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Section: Discussionmentioning

confidence: 99%

Biased Perceptions and Personality Traits Attribution: Cognitive Aspects in Future Interventions for Organizations

2019

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“…For example in a field such as Police and Military, the usage of tacit evaluation to test tacit knowledge competence among new recruiters is done by using Situational Test Judgement [24]- [26]. Another alternative is to evaluate tacit knowledge competence is through talent performance tools by using Tacit Knowledge Acquisition (TKA) approach such as coaching [27]- [29],mentoring [30], [31], job rotation [33],storytelling [34], [35] and etc. However, each existing study on TKA approach from previous literatures are conducted separately to evaluate the performance.…”

Section: Tacit Knowledge Managementmentioning

confidence: 99%

“…Socialization is one of main features that help to acquire the tacit knowledge regardless the nature of the organization [13]. Two aspects in Socialization that used in this study are mentoring [42] and job rotation [33].…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…Related literatures for constructed indicators can be seen from Table 7. The parameter used for each indicator are based on [38] for coaching, [42] for mentoring , [33] for Job Rotation, [47] for On Job Training, [80], [81], [82], [50] for Efficacy, [83] for Expertise and [8] for Tacit Knowledge Competence. This study consists of three phases which are Phase 1,2 and 3 as illustrated in Figure 6.…”

Section: Conceptual Frameworkmentioning

confidence: 99%

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Development of Multi Criteria Tacit Knowledge Acquisition Framework (MC-TKAF) to Support Talent Development Intervention Program in A Malaysian Comprehensive University

Yusof¹

2019

IJATCSE

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In Higher Education Institutions (HEI), the process of retaining leadership succession is critical since it has involved the process in choosing the right person. The purpose is to steer the institutions to sustain organizations' excellence for academic leadership and management (ALM) position. Many ALM of Malaysia HEIs are struggling to find the right successor to replace their roles as they do not have yet any firm criteria in evaluating the competence among their potential successors in their home institutions. This study aims to propose a multi criteria tacit knowledge acquisition framework (MC-TKAF) for supporting talent development intervention program in Malaysia HEIs. It will be based on cognitive apprenticeship, socialization and informal learning theory which mostly used in acquiring knowledge from expertise to overcome talent bottleneck among novice. The main process of this study will use Fuzzy Delphi among ALM in Malaysian HEIs to get consensus judgement about the right indicator to evaluate tacit knowledge competence. Three phases involved are: Phase 1 is to analyze the existing Tacit Knowledge Acquisition (TKA) by finding the suitable parameters to construct intended framework, Phase 2 is to use the findings in Phase 1 in order to develop a new framework of Tacit Knowledge Acquisition Framework (TKAF) that suits with HEI environment. Finally, Phase 3 is to evaluate the practicality of Tacit Knowledge Acquisition Framework (TKAF) by using Multi Criteria Decision Making (MCDM) approach in supporting Talent Development Intervention Program. The objective of this paper is to propose the multi criteria tacit acquisition framework by using MCDM technique as a talent performance indicator. This paper basically will focus on Phase 1 of the research design. The constructed indicators in this paper could be served as a reference for the HEI industries to establish applicable talent performance indicators according to the properties of each TKA used.

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“…Job rotation has been analyzed from different perspectives (Eriksson & Ortega, 2006;Jeon et al, 2016;Kampkötter et al, 2016). For example, its impact on the personnel's learning, as well as the ability to provide information to the company regarding the skills of their employees (Lu & Yang, 2015). Chiavenato (2007, p. 402) describes job rotation as a "short-term education process, which is applied in a systematic and organized way, and where employees acquire knowledge, develop skills and competences based on defined objectives."…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Elaboración de planes de entrenamiento cruzado a personal clave en proyectos: el caso de una empresa de ingeniería

González

Sandoval²,

Heredia

2018

Rev. ing. constr.

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Job Rotation: An Effective Tool to Transfer the Tacit Knowledge within an Enterprise

Cited by 8 publications

References 2 publications

Biased Perceptions and Personality Traits Attribution: Cognitive Aspects in Future Interventions for Organizations

Biased Perceptions and Personality Traits Attribution: Cognitive Aspects in Future Interventions for Organizations

Development of Multi Criteria Tacit Knowledge Acquisition Framework (MC-TKAF) to Support Talent Development Intervention Program in A Malaysian Comprehensive University

Elaboración de planes de entrenamiento cruzado a personal clave en proyectos: el caso de una empresa de ingeniería

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