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MMP is a metal manufacturing company engaged in casting, forging, and machining processes with a three-shift work system, including night shifts that may increase mental and physical workload due to disruptions in workers’ biological rhythms. This study aims to analyze the mental and physical workload of die casting machine operators during the night shift and to propose improvement measures using the Fault Tree Analysis (FTA) method. The study involved 23 operators, with mental workload assessed using NASA-TLX and physical workload measured using CVL. The results indicate that mental workload falls into high to very high categories, with WWL values ranging from 46.6 to 97.3, where 12 operators experienced very high mental workload. The dominant contributing dimensions were effort, physical demand, and temporal demand. Meanwhile, physical workload ranged from 19.48% to 36.36% CVL, with most operators not experiencing fatigue. Although physical workload remains within acceptable limits, the high mental workload indicates the need for improvements. FTA analysis identified key contributing factors, including work methods, work systems, ergonomics, machine conditions, and the work environment. Proposed improvements include job rotation, improvements in work methods and task distribution, adjustments to the work system, enhanced machine maintenance, and ergonomics-based workplace improvements.

The Regional Drinking Water Company (PDAM) Tirta Perwira Purbalingga is a regional institution that provides clean water services to 62,748 customers in Purbalingga Regency. The company’s performance is strongly influenced by the quality of its human resources. This study aims to analyze the effect of training, work climate, and job rotation on employee performance. The research used a quantitative approach with descriptive methods and data processing through SPSS version 25.0. The population consisted of 164 employees, with a sample of 62 respondents determined by the Slovin formula (10%) using stratified random sampling. The results showed that training and work climate had a positive and significant effect on employee performance, while job rotation did not have a significant effect. The coefficient of determination (R²) was 96.4%, meaning that the three variables together explained 96.4% of employee performance, while the remaining 3.6% was influenced by other factors not examined in this study. These findings indicate that systematic training and a supportive work climate are the dominant factors in improving performance, whereas job rotation requires better alignment with employee competencies to be effective. In conclusion, PDAM Tirta Perwira needs to strengthen its training programs, foster a conducive work atmosphere, and carefully evaluate job rotation policies. The results of this study are expected to contribute to the development of human resource management strategies and provide reference material for future research on organizational performance.

This study aims to determine the effect of job rotation, career development and motivation on employee performance at PT. Kemuning Group Medan Branch II. The population in this study are employees at PT. Kemuning Group Branch Medan II, amounting to 56 people, while the determination technique using the saturated sampling method. The data sources in this study are primary and secondary data. And the data analysis technique used is quantitative analysis and multiple linear regression. The results of the multiple linear regression analysis are: Y = 21,162 + 0,496X1 + -0,146X2 + 0,543X3+e. The results of the t-test (partial): 1) job rotation, with a tcount value of 7.148 > ttable 1.674, so that compensation (X1) has a significant effect on employee performance (Y) partially. 2) career development with tcount 1.538 < ttable 1.674, so career development (X2) does not have a significant effect on employee performance (Y) partially. 3) motivation with a value of tcount 6.213 > ttable 1.674 so that motivation (X3) has a significant effect on employee performance (Y) partially. F count = 35.706 > F table 2.78. Then the coefficient of determination (R2) is 0.673 (67.3%). So that it can be said that 67.3% of the variation of the independent variables, namely job rotation, career development and motivation in the model can explain the variables of employee performance at PT. Kemuning Group Branch Medan II while the remaining 32.7% is influenced by other variables outside the model.

The study aims to analyze the effect of e-learning, knowledge sharing and job rotation on the performance of generation Z employees in Semarang City mediated by self-development. This research is quantitative type using PLS-SEM data analysis technique with SmartPLS 3.2.9 software. The results of this study prove that: (1) E-learning affects employee performance; (2) Knowledge sharing has no effect on employee performance; (3) Job rotation has no effect on employee performance; (4) Self-development affects employee performance; (5) E-learning affects self-development; (6) Knowledge sharing has no effect on self-development; (7) Job rotation affects self-development; (8) Self-development mediates e-learning on employee performance; (9) Self-development does not mediate knowledge sharing on employee performance; (10) Self-development does not mediate job rotation on employee performance.

This research aims to analyze the influence of Job Rotation and Job Training on Employee Performance through Job Satisfaction. The unit of analysis for this study is PT BPR Arto Moro Semarang. This research is a causal-comparative type, with a sample size of 74 respondents collected through a questionnaire. The sampling method used is non-probability sampling with purposive sampling. The analysis tool employed in this study is Structural Equation Modeling (SEM) using the SmartPLS (Partial Least Square) version 4 application. The results of this study indicate a significant positive influence of Job Rotation on Job Satisfaction, Job Training on Job Satisfaction, and Job Rotation on Employee Performance. However, it does not show a significant impact of Job Satisfaction on Employee Performance and Job Training on Employee Performance at PT BPR Arto Moro.

This study seeks to examine the function of work engagement as a mediating variable in the correlation between job rotation and employee performance at the Bireuen Regency Regional Secretariat. Although some organizations adopt job rotation to improve skills and mitigate employee monotony, its effect on performance continues to be a subject of contention. We propose that work engagement, an indicator of employee interest and dedication to their tasks, greatly affects the correlation between job rotation and employee performance. This study method adopts a quantitative approach, employing a survey technique with 150 workers of the Bireuen Regency Regional Secretariat as participants. We employed a path analysis model to examine the direct and indirect impacts of job rotation on employee performance via work engagement. The study's findings suggest that job rotation exerts a beneficial albeit statistically inconsequential impact on employee performance. The incorporation of job engagement as a mediating variable demonstrates a favorable and substantial effect on employee performance. Moreover, job rotation via work engagement positively and significantly influences employee performance. The Bireuen Regency Regional Secretariat has demonstrated that work engagement serves as a mediator in the link between job rotation and employee performance. This study indicates that management ought to prioritize enhancing employee work engagement via initiatives that promote job participation and satisfaction, particularly with job rotation, to attain superior performance.

Job rotation and teamwork are two important factors that can influence employee performance within an organization. This study aims to analyze the impact of job rotation and teamwork on employee performance at PT PCM. A quantitative approach was used in this study, employing a survey method involving a number of employees as respondents. Data were collected through questionnaires and analyzed using multiple linear regression to examine the relationship between the independent variables (job rotation and teamwork) and the dependent variable (employee performance). The results indicate that job rotation has a positive and significant effect on employee performance, as well-planned rotation can enhance employees' skills and flexibility. Additionally, teamwork also positively influences employee performance, as a collaborative work environment fosters effective communication and higher performance. These findings suggest that companies should implement strategic job rotation policies and strengthen a teamwork culture to improve overall employee performance.

This research aims to determine the influence of preventive discipline and work rotation on employee performance through job satisfaction as an intervening variable in the Integrated Waste Management Unit of the DKI Jakarta Province Environmental Service. In this research, researchers used quantitative methods with research hypothesis testing carried out using outer model and inner model tests in SEM-PLS with the help of the SmartPLS version 4.0 program which is useful for analyzing the effect of preventive discipline and work rotation on employee performance through job satisfaction as an intervening variable. in the Integrated Waste Management Unit of the DKI Jakarta Provincial Environmental Service using 150 respondents who were distributed through questionnaires in the Integrated Waste Management Unit area of the DKI Jakarta Provincial Environmental Service. The results of the research that has been carried out are as shown in the following brief explanation: (1) The Preventive Discipline Variable (X1) influences Employee Performance (Y). (2) The Job Satisfaction variable (Z) influences employee performance (Y). (3) The Job Rotation Variable (X2) influences Employee Performance (Y). (4) The Preventive Discipline Variable (X1) influences Employee Performance (Y) through Job Satisfaction (Z). (5) The Job Rotation Variable (X2) influences Employee Performance (Y) through Job Satisfaction (Z).

The aim of this study is to analyze the benefits of having a rotational system of work in a company. The method used in this research is PRISMA. (Preferred Reporting Items for Systematic Review and Meta-Analyses). The data sources used were obtained through the Publish or Perish software that covers Google scholar and ScienceDirect with the search year range 2018-2023, then the results of 347 journals. Using the inclusion and exclusion criteria, then the 10 journal to be analyzed. The results of this literature review study show that with the rotation of work applied to the organization or company, many positive aspects are obtained such as increased employee motivation, reduced boredom, and improved employee performance.