Career development, job rotation, and professional performance

Widespread job rotation is one of the most idiosyncratic features of the military profession in developed countries. Its effects are profound, both for the individual and for the institutional culture. So ingrained is the practice in the military institution that its benefits are taken for granted and adverse effects are rarely questioned. There are, however, a number of reasons to question the benefits of this long-practiced policy, at least in its current form. This study shows that job rotation can carry a cost in terms of foregone job performance and satisfaction at middle and junior career levels. The data were gathered by three recent questionnaire surveys across a number of Australian Defence Force rank and career categories, then combined into a single database (N = 1,754). The results suggest that, while high rates of job rotation may be justifiable for some career categories such as junior officers, commanders, and senior leaders, they are less viable for staff officers and for enlisted personnel. This may negate at least some of the advantage gained from developing members by exposure to a variety of appointments and perspectives. A more thoughtful approach to using job rotation is needed.