The Moderating Effect of Organization Tenure on Job Rotation and Career Development

Abstract

Career development serves as an important personnel factor with many consequences for business and individual self. The literature outlines many factors that can influence career development prospects, such as job rotation. To understand how such a relationship can be augmented further, the current study presents and discusses the moderating effect of organization tenure on the relationship between job rotation and career development. A survey instrument that included career development measures, job rotation and organization tenure was used to collect information from production workers in Japanese manufacturing companies in Malaysia. The study was conducted among 209 production workers and was analyzed by using hierarchical regression analyses. The result found that job rotation effects on career development are significantly stronger for employees with longer organization tenure than employees with lower organization tenure. The paper provides important research implications and suggestions for business owners based on the study findings. The authors also provide scope for future to guide researchers interested in studying career development, job rotation and organization tenure.