JOB ROTATION AND EMPLOYEE PERFORMANCE IN AGRICULTURAL STATE CORPORATIONS WITHIN KENYA’S NORTH RIFT REGION
Abstract
Purpose of Study: To examine the effect of job rotation on the performance of agricultural state corporations in North Rift Region, Kenya.
Problem Statement: Despite agriculture being a cornerstone of Kenya’s economy, contributing about 33% of the GDP and employing over 40% of the population, agricultural state corporations such as the Kenya Sugar Board, and the National Cereals and Produce Board have struggled to meet performance targets.
Methodology: Guided by Organizational Learning Theory, the study adopted an exploratory sequential design targeting 1,305 employees in 12 agricultural state corporations in North Rift Region, Kenya. Using simple random sampling technique, a sample size of 306 employees was obtained. The study used primary data which was collected using both structured questionnaire and key informant interview.
Result: The ANOVA results (F = 157.506, p = 0.000) confirmed that the overall regression model was statistically significant. Regression coefficient analysis indicated that job rotation had a positive and significant effect on organizational performance (β = 0.267, p = 0.000 < 0.05). This was supported by a t-statistic of 5.135, which is greater than 1.96, thereby confirming its statistical significance.
Conclusion: Job rotation is a critical determinant of organizational performance. Structured rotational programs enable agricultural corporations to build employee adaptability and enhance skill diversity.
Recommendation: Agricultural state corporations in North Rift Region should institutionalize structured job rotation programs as part of their talent development strategies, while simultaneously fostering a supportive organizational culture that encourages adaptability, continuous learning, and collaboration, thereby maximizing the positive impact of job rotation on organizational performance.
Keywords: Job Rotation, Employee Performance, Agricultural State Corporations, Organizational Culture, Talent Development Strategies
References
Akpa, V. O., Asikhia, O. U., & Nneji, N. E. (2021). Organizational culture and organizational performance: A review of literature. International Journal of Advances in Engineering and Management, 3(1), 361-372.
Amaglobeli, D., Benson, T., & Mogues, T. (2024). Agricultural producer subsidies: Navigating challenges and policy considerations.
Anning-Dorson, T. (2021). Organizational culture and leadership as antecedents to organizational flexibility: implications for SME competitiveness. Journal of Entrepreneurship in Emerging Economies, 13(5), 1309-1325.
Bersin, J. (2022). Human-centered leadership: Building a talent-driven organization. Deloitte Insights.
Busindeli, I. M., Nyamba, S. Y., & Akeredolu, M. (2024). Human Capital Development Programme for Mid-Career Agricultural Extension Workers: The Case of Sokoine University of Agriculture BSc. Agricultural Extension and Education Training Programme. African Journal of Food, Agriculture, Nutrition and Development, 24(3), 25690-25711.
Cameron, K. S., & Quinn, R. E. (2022). Diagnosing and changing organizational culture: Based on the competing values framework (4th ed.). Wiley.
COCOBOD. (2025). Staff trained in cost control and project management. Ghana Cocoa Board.
Coff, R., & Raffiee, J. (2015). Toward a theory of firm-specific human capital. Academy of Management Perspectives, 29(3), 326–341. https://doi.org/10.5465/amp.2014.0142
CONAB. (2024). Relatório de Gestão 2023. Companhia Nacional de Abastecimento.
Dağıdır, B. D., & Özkan, B. (2024). A comprehensive evaluation of a company performance using sustainability balanced scorecard based on picture fuzzy AHP. Journal of Cleaner Production, 435, 140519.
Eastern Africa Grain Council (EAGC). (2022). NCPB partners with EAGC to train grain sector stakeholders.
Echongu, A. S. (2023). Organizational Capabilities And The Performance Of Commercial State Corporations In Kenya (Doctoral dissertation, Kenyatta University).
Embrapa. (2022). About Embrapa. Retrieved from https://www.embrapa.br/en
Embrapa. (2025). Relatório Anual de Transferência de Tecnologia 2023. Empresa Brasileira de Pesquisa Agropecuária.
European Commission. (2023). State supervision in organic sector: Experience of Poland – Online training for Ukraine.
FAO. (2024). Policy monitoring and data analysis training for agriculture institutions in Rwanda. Food and Agriculture Organization.
FAO. (2025). Emergency and Early Recovery Response Plan (EERRP) 2025–2026 for Ukraine. Food and Agriculture Organization.
Feng, T., Qamruzzaman, M., Sharmin, S. S., & Karim, S. (2024). Bridging Environmental Sustainability and Organizational Performance: The Role of Green Supply Chain Management in the Manufacturing Industry. Sustainability, 16(14), 5918.
Food and Agriculture Organization (FAO). (2023). Malaysia country profile. Retrieved from https://www.fao.org/countryprofiles/
Hartnell, C. A., Ou, A. Y., & Kinicki, A. (2011). Organizational culture and organizational effectiveness: A meta-analytic investigation of the competing values framework’s theoretical suppositions. Journal of Applied Psychology, 96(4), 677–694. https://doi.org/10.1037/a0021987
Huq, M. E. (2024). Role of HR for Improving Employee Performance through Training in Development Organizations of Bangladesh. Institute of Management & Research.
Hussain, A. (2023). Nexus of training & development, organizational learning capability, and performance: Evidence from Pakistan. Journal of Asian Business and Economic Studies, 30(2), 145–160.
Jacob, N. M., Madadi, V. O., Wandiga, S. O., & Kariuki, D. K. (2022). Occurrence and Prevalence of Aflatoxins Contamination in stored Maize Grains from the Rift Valley, Kenya. Africa Journal of Physical Sciences, 7, 54-71.
Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of Management Journal, 55(6), 1264–1294. https://doi.org/10.5465/amj.2011.0088
Kant, S., Niguse, T., Terefe, A., & Adula, M. (2025). Impact of Environmentally Friendly Innovations on Organizational Behavior by Mediation of Green Organizational Culture in the Horn of Arica. In Green Management Approaches to Organizational Behavior (pp. 175-196). IGI Global Scientific Publishing.
Karani, A. O., Waiganjo, M. M., & Mugambi, D. K. (2024). The Influence of Education 4.0 on Decision-making and Agripreneurship Start-up Behavior among Agriculture Students in Kenyan TVET Institutions. East African Journal of Education and Social Sciences (EAJESS), 5(2), 1-13.
Keeley, B. (2007). Human Capital: How What You Know Shapes Your Life. OECD Publishing.
Kenya National Bureau of Statistics (KNBS). (2023). Economic survey 2023. Nairobi: KNBS.
Khan, M. A., Ahmed, S., & Rana, M. A. (2023). The influence of employee development on organizational performance: Mediating role of innovation. Journal of Business Strategy, 44(1), 30–42.
Knies, E., Boselie, P., Gould-Williams, J., & Vandenabeele, W. (2024). Strategic employee development practices and public sector performance: context matters. The international journal of employee development practices , 35(14), 2432-2444.
Kontoghiorghes, C. (2002). Predicting training effectiveness in organizations. International Journal of Training and Development, 6(4), 221–234. https://doi.org/10.1111/1468-2419.00160
Koskei, P., Bii, C. C., Musotsi, P., & Muturi Karanja, S. (2020). Postharvest storage practices of maize in rift valley and lower eastern regions of Kenya: A cross‐sectional study. International Journal of Microbiology, 2020(1), 6109214.
Kraiger, K., Ford, J. K., & Salas, E. (1993). Application of cognitive, skill-based, and affective outcomes of training: A framework for decisions of training effectiveness. Personnel Psychology, 46(2), 255–293. https://doi.org/10.1111/j.1744-6570.1993.tb00887.x
Latham, G. P. (2004). The motivational benefits of goal-setting. Academy of Management Executive, 18(4), 126-129.
Liang, C., Nipo, X., & Wong, L. (2023). Job rotation and employee performance in Chinese state-owned enterprises.
Lis, A., Wahyuddin, A., Thoyib, A., Ilham, R., & Sinta, R. (2022). Impact of career development and work environment on employee performance: Evidence from Aceh.
Marginson, S. (2019). Limitations of human capital theory. Oxford Review of Education, 45(1), 1–17. https://doi.org/10.1080/03054985.2018.1500352
Okatta, C. G., Ajayi, F. A., & Olawale, O. (2024). Enhancing organizational performance through diversity and inclusion programs: a meta-analysis. International Journal of Applied Research in Social Sciences, 6(4), 734-758.
Pandey, S. C., Modi, P., Pereira, V., & Fosso Wamba, S. (2024). Empowering small farmers for sustainable agriculture: a human resource approach to SDG-driven training and innovation. International Journal of Manpower.
Phyu, E. E. S. (2024). Corporate Governance Practices, Employee Job Satisfaction and Organizational Performance at AYA Bank (Ei Ei Saw Phyu, 2024) (Doctoral dissertation, MERAL Portal).
Ployhart, R. E., Nyberg, A. J., Reilly, G., & Maltarich, M. A. (2014). Human capital is dead; long live human capital! Journal of Management, 40(2), 371–398. https://doi.org/10.1177/0149206313512152
Psacharopoulos, G., & Patrinos, H. A. (2004). "Returns to Investment in Education: A Further Update." Education Economics, 12(2), 111-134.
RAB. (2020). Strategic Plan 2020–2024. Rwanda Agriculture and Animal Resources Board.
Rawashdeh, A. M., & Al-Adwan, A. S. (2022). The impact of employee development on organizational performance: Evidence from Jordanian banks. International Journal of Organizational Analysis, 30(2), 562-577. https://doi.org/10.1108/IJOA-05-2020-2185
ThriveAgric. (2024). Empowering smallholder farmers. Retrieved from https://www.thriveagric.com
Tuyisabe, V. (2024). Effect of training and development on employee performance: A case of Rwanda Agriculture Board. East African Journal of Human Resource Studies and Development, 6(1), 22–36.
