Kauppakorkeakoulun julkaisuportaali
Aalto-yliopiston kauppakorkeakoulun gradujen tiedot nyt Aaltodocissa: Aaltodoc-julkaisuarkisto
Kauppakorkeakoulu | Markkinoinnin ja johtamisen laitos | Organisaatiot ja johtaminen | 2009
Tutkielman numero: 12182
Job rotation as a tool for developing managerial competencies - Case international trainee programme
Tekijä: Kattilamäki, Mari
Otsikko: Job rotation as a tool for developing managerial competencies - Case international trainee programme
Vuosi: 2009  Kieli: eng
Laitos: Markkinoinnin ja johtamisen laitos
Aine: Organisaatiot ja johtaminen
Asiasanat: organisaatio; organization; johtaminen; management; työ; work; osaaminen; know how; kehitys; development; henkilöstön kehittäminen; employee education
Sivumäärä: 102
Avainsanat: job rotation; competency; competence development; trainee programme; talent management

The overall objective of this Thesis was to understand how managerial competencies can be developed with the method of job rotation. As the previous research on the topic is limited, the purpose of this research was to construct an in-depth description of the development of managerial competencies within the case job rotation programme. Programme participants' experiences were regarded as the key to understanding the method of job rotation. The literature on managerial competencies provided the theoretical framework to the research.


This Thesis is a qualitative single case study that focuses on examining competence development within an international job rotation programme, targeted for young high potentials. The case company is a Finnish, industrial company that operates internationally. The research process relied on multiple methods of data collection and analysis. The experiences of eight programme participants were investigated using questionnaires and semi-structured interviews. Questionnaires aimed at mapping the pattern of competence development, whereas the goal of interviews was to acquire a profound understanding of participants’ experiences. In the data analysis, narrative inquiry and thematic content analysis were applied. The research was guided by holistic approach as the evidence from different data sources was in constant interaction and supported each others.


This research indicates that managerial competencies can be developed in a job rotation programme. Participants’ experience was that job rotation as a developmental tool is characterized by fast pace of change, level of uncertainty and importance of taking initiatives. Building on the characteristics, the factors behind competence development could be derived. The most important factors driving the development were exposure to various environments and facing constant challenges. Especially competencies in the clusters of self management and cognitive intelligence developed highly during the programme, according to participants' perceptions. However, the development of cognitive intelligence competencies may be partly due to the specificities of the case programme, such as nature of tasks. Also, the developments of competencies organization and relationships, acting as a change catalyst and business understanding were evaluated as important. Finally, this Thesis proposes that job rotation might be less suitable for developing competencies connected to people management as the programme participants seldom acquire a central position in the units they work in.
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