Leveraging job rotation programs for experiential learning in organizations through the lens of Kolb’s experiential learning theory

Abstract

Purpose This research proposes a theoretical model that combines Kolb’s Experiential Learning Theory with organizational job rotation. This paper aims to develop a model that can improve the efficiency of job rotation as a tool for experiential learning and organizational development. Design/methodology/approach This paper integrates the literature on job rotation and Kolb’s Experiential Learning Theory. It provides theoretical propositions and a conceptual model for integrating job rotation into the four stages of Kolb’s learning model. Findings The paper offers a set of propositions that states that job rotation programs that are in sync with Kolb’s learning cycle will foster better learning results, more cross-functional knowledge, increased employee flexibility, and better organizational performance. The conceptual framework helps outline the best ways of designing and implementing job rotation programs so that learning by experience is enhanced. Research limitations/implications Future research should empirically validate its propositions. Qualitative studies, such as interviews with HR practitioners, can explore practical applications of the framework. Longitudinal studies can assess the long-term impact of Kolb-aligned job rotation programs on employee performance and organizational outcomes. Additionally, cross-cultural and comparative research could identify moderating factors, such as industry-specific or cultural influences. Practical implications Job rotation programs should integrate all four stages of Kolb’s learning cycle, with challenging tasks fostering Concrete Experience (CE), structured reflection sessions supporting Reflective Observation (RO), workshops linking experiences with organizational theories for Abstract Conceptualization (AC), and leadership roles or process improvements providing opportunities for Active Experimentation (AE). Additionally, organizations should establish systems to measure the effectiveness of job rotation programs, such as pre- and post-rotation surveys, tracking career development, and evaluating the program’s impact on organizational performance, including creativity and innovation. Originality/value This study contributes to the literature by developing a theoretical model of Kolb’s Experiential Learning Theory and job rotation practices to help organizations improve their learning from job rotation. It can be helpful for scholars and practitioners in the field of organizational development as it connects the theory and practice of education.

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