The reality of applying job rotation in the Bisha Education Department and mechanisms to develop it

The research aimed to reach mechanisms to develop the reality of applying job rotation in the Bisha Education Administration. The research used the descriptive approach, and the questionnaire was applied to a sample of (325) male and female administrators. The results of the research resulted in that the reality of applying the training and capacity development dimension for job rotation in the Bisha Education Administration came to a degree of ( Medium), and that the reality of implementing the functional design dimension for job rotation in the Bisha Education Administration was at a (medium) degree, and that the reality of implementing the career development dimension for job rotation at the Bisha Education Administration was at a (large) degree, and it was reached to develop mechanisms to develop the application after training and capacity development, including: a contract Workshops on self-development for employees, rotating them into more than one specialty, and discussing with employees the difficulties they face during work development; And mechanisms for developing an application after job design, including: providing workers with the opportunity to express their abilities and talents in other jobs and activities, and assigning young competencies to practice management in various fields and highlight their abilities and creativity; Mechanisms for developing an application after career development, including: holding meetings with school employees to clarify the goals and benefits of job rotation, and setting a clear plan and timetable for rotating superiors and subordinates.
In light of the research results, it can be recommended to establish an effective management information system that helps implement the job rotation method, apply the job enrichment method, the job expansion method, and job rotation among employees, by changing the workplace, its nature, its procedures, or its physical environment, and the distribution of work. Between individuals on the basis of redesigning jobs in accordance with the capabilities and capabilities of workers and specialized workers.
Keywords: job rotation, training and capacity development, job design, career development