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PurposeThe purpose of this paper is to propose and test a conceptual model that explores the effect of job rotation on employees' performance through the mediating role of organizational behavior (namely, motivation, organizational commitment, job satisfaction, job involvement and job burnout).Design/methodology/approachData are gathered from employees in the tourism and aviation departments at travel agents category A in Egypt. In total, 788 questionnaires are analyzed using regression-based partial least squares structural equation modeling (PLS-SEM) using Smart PLS 3.21.FindingsThe results indicate that organizational behavior (motivation, organizational commitment, job satisfaction, job involvement and job burnout) plays mediation roles in the relationship between job rotation and employees' performance.Originality/valueThe study contributes to the current literature by linking job rotation to employees' performance through organizational behavior (motivation, organizational commitment, job satisfaction, job involvement and job burnout). The findings of the study hold practical and theoretical implications for tourism and hospitality organizations. |
