Rift Valley University

School of Graduate Studies

Degree of Master of Business Administration (MBA)

Proposal on Effects of Job Rotation Practice on

Employee Motivation in Commercial Bank of
Ethiopia; the Case of Gulele Addis Ababa District

BY: YONAS TESFAYE MOLLA

June, 2021

Addis Ababa, Ethiopia

Table of Contents

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1. Introduction..........................................................................................................................................................................3
1.1. Background of the Study..................................................................................................................3
1.2. Historical background of commercial bank of Ethiopia...................................................................4
1.3. Statement of the Problem.................................................................................................................5
1.4. Research Questions..........................................................................................................................6
1.5. Objective of the Study......................................................................................................................7
1.5.1. General Objective................................................................................................................7
1.5.2. Specific Objectives..............................................................................................................7
1.6. Research Hypothesis........................................................................................................................7
1.7. Significance of the Study.................................................................................................................8
1.8. Scope of the Study...........................................................................................................................8
1.9. Limitation of the Study....................................................................................................................9
1.10. Organization of the Study..........................................................................................................10
Chapter Two..................................................................................................................................................................................11
2. Review of Related Literatures..................................................................................................................................11
2.1. Introduction....................................................................................................................................11
2.2. Overview of Job Rotation...............................................................................................................11
2.2.1. Definition of Job Rotation..................................................................................................13
2.3. Theories of Job Rotation................................................................................................................14
2.3.1. Employee Learning Theory of Job rotation........................................................................14
2.3.2. Employer Learning Theory of Job rotation........................................................................15
2.3.3. Employees' Motivation Theory of Job Rotation.................................................................15
2.4. Benefits of Job Rotation.................................................................................................................15
2.4.1. Reasons for the Development of Job Rotation...................................................................16
2.5. The Process of Job Rotation Practices............................................................................................18
2.6. Conceptual Framework of the Study..............................................................................................18
Chapter Three............................................................................................................................................................................20
3. Research Methodology................................................................................................................................................20
3.1. Introduction....................................................................................................................................20
3.2. Research Methodology and Design................................................................................................20
3.2.1. Research Design................................................................................................................21

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 3.3. Sampling Design............................................................................................................................21
3.3.1. Target (Study) Population..................................................................................................21
3.3.2. Sample Size Determination................................................................................................22
3.4. Sample and Sampling Techniques..................................................................................................23
3.5. Data Source and Data Collection Methods.....................................................................................25
3.6. Stricture of Questionnaires.............................................................................................................27
3.7. Methods of Data Analysis..............................................................................................................28
Chapter Four...............................................................................................................................................................................29
4. Time and Budget Schedules....................................................................................................................................29
4.1. Time schedules...............................................................................................................................29
4.2. Budget Breakdown.........................................................................................................................30
Reference........................................................................................................................................................................................33

Chapter One
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1. Introduction

1.1. Background of the Study

Banking is one of the most important and significant businesses all over the world. It plays a
very essential role in strengthening the entire financial structure of the economy. It also
contributes towards the development of overall economy of a country, and Ethiopia is not
exception from this scenario. One of the major concerns of financial institutions including banks
in this competitive environment is motivating employees and enhancing their job involvement in
order to get the desired results. The best way for the financial institutions, to achieve such
objectives is providing job rotations as training tool in addition to formal training and workshops
(Mohsan, et al., 2012). Today organizations design customized job rotation programs by asking
employees about their career aspirations in order to meet their needs for career satisfaction, have
more loyal and committed workforce because by satisfying the longings, managers give greater
hope and confidence to employees, which enhance their loyalty to the organizations (Zigarelli,
2014). Commercial Bank of Ethiopia (CBE) is the biggest commercial bank in Ethiopia which
was established in 1942 GC. As a leader in the banking industry in Ethiopia, it has gone through
several reforms and expansions to provide services for its customers. As a result, for the last five
years, it opened more than 600 new branches and employed more than 10,000 new employees in
order to improve saving culture of the society, increase its accessibility and changing un-banking
society to banking. CBE has set a vision to become world class commercial bank by 2025.
Despite the flourishing of private commercial banks, CBE has remained in the lead in terms of
assets, deposits, capital, customer base, and branch network and branch sizes
(http://www.combanketh.com). Being aware of the fact that strengthening human resources is
central to organizational success, the CBE made an agreement for the preparation of its human
resources development strategy with the Frankfurt School of Finance and Management on
January 1, 2011 (Annual report 2010/11). Based on the information from HRD, the strategy
document was prepared as per the agreed schedule and it is now under the implementation phase.
Meanwhile, the CBE has continued its efforts towards strengthening its human capacity by
providing various structured on-and off-the job training, recruiting additional new and trained
employees as well as retaining existing staff through devising different incentives and benefit
packages. With the objective of enhancing the expertise and professionalism of its employees,

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employees were offered various training programs, including technical induction and
management, and knowledge sharing as well as training on core banking solutions.

1.2. Historical background of commercial bank of Ethiopia

Commercial Bank of Ethiopia, established in 1942, is the leading Commercial Bank in Ethiopia
that introduced modern Banking to the country. Today, more than ever before, CBE has largely
expanded its presence in all directions of the country. Number of branches established by CBE
has reached 1,346 across the country as of December 2018. CBE has set a vision to become
world class commercial Bank by 2025.Despite the flourishing of private commercial Banks,
CBE has remained in the lead in terms of assets, deposits, capital, customer base, branch network
and branch sizes (http://www.combanketh.com) being aware of the fact that strengthening
human resources is central to organizational success, the CBE made an agreement for the
preparation of its human resources development strategy with the Frankfurt School of Finance
and Management on January 1, 2011 (Annual Report2010/11). Meanwhile, the CBE has
continued its efforts towards strengthening its human capacity by providing various on-and off-
the-job training, recruiting additional new and trained employees as well as retaining existing
staff through devising different incentives and benefit packages. With the objective of enhancing
the expertise and professionalism of its employees, CBE conducted various training programs,
including technical, induction and management, and knowledge sharing as well as training on
core Banking solutions. Accordingly, the Bank has been trying to provide all staffs with the
required skills and competencies and to motivate them in various ways in such a way that they
well understand customers' needs/demands (Annual Report 2018/19). For this to happen, one of
the means that CBE applied in its branches is job rotation practice. It is one of the different ways
of on-the job training which helps employees to become generalist professionals, to make
employees have the general outlook of the Bank and motivate them. The Bank has used job
rotation practice as a way to equip employees in delivering a one window service to its
customers. Currently Commercial Bank Ethiopia has 1666 branch and total number of employed
more than 37,000 employees in order to improve saving culture of the society out of which 540
branches in Addis Ababa with 9600 employees.

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1.3. Statement of the Problem
In any organization Human resource management department is concerned with the people who
work in the organization to achieve the objective of the organization. It concerns with the
acquisition of appropriate human resources, developing their skills and competencies, motivating
them for best performance and ensuring their continued commitment to achieve organizational
objectives. According to Dolezalek (2005), almost every organization spends huge amount of
money annually on training activities for technical, managerial or personnel development, hence,
job rotation is taken as one of the best ways of training tools. Job rotation as one of a training and
development tools is giving people the opportunity to work in other sections or departments. Job
rotation also gives an opportunity of working at different tasks or in different positions for set
periods of times in a planned way using lateral transfers aiming to allow employees to gain a
range of knowledge, skills and competencies and is also seen as an on-the-job training technique
and as such is known to have an effect on employee motivation, commitment and job
involvement. According to Zeira (1974), Job rotation is said to be an excellent tool for enhancing
employee motivation, commitment and job evolvement, which are very important for smooth
and effective function of an organization. As one of effective on-job-training tools modalities, he
explains that effective job rotation brings high customer satisfaction. However, it fails when Job
rotation systematically move employees from one job task to another with planned intervals and
without proper follow ups and measurement. CBE had chosen and implemented business process
reengineering (BPR) since the end of 2008. The basic characteristics of BPR, which was
implemented at branch level had several jobs combined into one, workers can make decisions, a
case manager provided for a single point of contact, job change from simple task to multi-
dimensional tasks, the role of staff changed from controlled to empowered and staff preparation
for jobs change from normal training to job rotation practices. BPR recommended specialized
staff for Credit and Trade Service Processes whereas Customer Account and Transaction Service
(CATS) recommended generalist staff. As a result of this the study was investigate the
effectiveness of job rotation practice in improving employee motivation, commitment and job
involvement in CATs process. CBE job rotation practice within the branch involves from one job
grade position to same job grade position with different jobs (example from front maker to back
maker, front checker, branch controller and vice versa, accountant to senior branch controller,
chief casher and vice versa). It is also Job rotation practice made in CBE by delegation from

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lower job grade employee position to higher job grade position with different jobs. CBE believes
that building capacity of its employees lets it to provide quality service and makes it competent
in the industry. Therefore, along with this, to provide swift and quality service for its customers,
it undertakes aggressive employee trainings. It is believed that since CBE has huge number of
employees that have direct contact with customers, it uses different human resources
development modalities. Among the modalities, practicing job rotation across its branches is the
one it uses with the aim of creating generalist professionals. CBE applies job rotation to enable
employees to have all rounded knowledge and skills on various services of the bank since 2008.
It is believed that, frequency of rotations and engagement of staffs in different services of the
bank will enable them to be generalist. The bank remarks, since all employees will have the
knowledge and skills on its various services, this permits the bank to provide quality service for
its customers at any time. It is also noted that this will enable the bank to give prime satisfaction
for its customers, become competent in the market and remain a leading bank in Ethiopian
banking industry. In the other end, it also helps employees to be knowledgeable and skilled,
competent, motivated and well exposed for the business in the industry. As we observed in the
above data for corporate company like commercial bank of Ethiopia the result is not sufficient.
In addition the bank External and internal audit reports also repeatedly comment on operational
errors and as a result in customers’ dissatisfaction hence, the main issues of making operational
errors by employees are weak job rotation practices (CBE audit report 2017/18). Moreover,
employees were not rotated as per the stated plan and stay a long period of time since the
employee promoted to the next higher grade This affects employees to face different problems
and bounded themselves in one technical area this also decreases’ employees’ motivation and
problem solving capacities.

1.4. Research Questions

Based on the discussion in the problem statement, the following are the research questions.

1. What are the general approaches of job rotation practices of employees?

2. To what extent job rotation practices affect employee motivation, commitment and job
involvement?
3. What is the effectiveness level of job rotation practices on employee motivation,
commitment and job involvement?

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4. How the alternative training and development tools improve the effectiveness of job rotation
practices?
5. What effects does the communication of job rotation practice have on motivation?

1.5. Objective of the Study

1.5.1. General Objective

The general objective of the study is to investigate the effectiveness of job rotation practice in
CBE to enhance employees’ motivation, commitment and job involvement on different tasks to
create generalists under Gulele Addis Ababa district Commercial Bank of Ethiopia in Addis
Ababa..

1.5.2. Specific Objectives

In addition, In conformity with the general objective, this study will also try to address the
following specific objectives:

To assess the general approach of job rotation practices on employees in CBE.

To determine job rotation practices affect employee motivation, commitment and job
involvement.
To measure the effectiveness level of job rotation practices on employee motivation,
commitment and job involvement.
To point out the alternative training and development methods improve the effectiveness of
job rotation practices.

1.6. Research Hypothesis

1. Participatory planning of job rotation practices has significant effects on employees
‘motivation.
2. Communicating the job rotation practices to employees has significant effects on
employees’ motivation.
3. Supporting the implementation of the job rotation practices has significant effects on
employees’ motivation.
4. Evaluating the job rotation practices has significant effects on employees’ motivation.

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1.7. Significance of the Study
Very few researchers have conducted studies in the area of job rotation in the Banking arena.
However, Banks have increased in importance recently and their unique characteristics
development and implementation of job rotation in these organizations necessitate more detailed
investigation. Hence, this study is focus on the real practice of job rotation, the benefits obtained,
the challenges faced and its effect on employees' level of motivation in selected branches of
CBE, in Gulele Addis Ababa district of CBE. Therefore, this study would provide some insight
about how to deal with proper application of job rotation so that the Bank can boost its
employees' level of motivation and eliminate the challenges hindering the practice. This study
also attempts to evaluate the job rotation process and practices of CBE so that managers and
employees can make use of the research output. It is also hoped that output of the study was used
as an input in applying the job rotation program properly. Moreover, it would contribute in
indicating how to enhance employees' motivation by means of effective job rotation application.
The study would further play its role in reducing the barriers of job rotation practice in CBE.

Besides its academic significance to the researcher, the study will had the following importance.

The output of the study investigates the effectiveness of job rotation practice in CBE to
enhance employees’ motivation, commitment and job involvement on different tasks to
create generalist.
It will provide relevant information to other researchers or interested groups regarding the
strengths and improvement areas of the existing practices on job rotation for a bank and the
achievement of its objective.
The output will provide the alternative training and development methods improve
effectiveness of job rotation practices and improve employee motivation, commitment and
job involvement for banks.

1.8. Scope of the Study

Though CBE uses as human resource training and development tools, formal education (higher
institution education), short term trainings (lectures on specific issues and topics), Seminars or
workshops (experts from outside organization are called to discuss specific issues), couching
(seniors guide the junior or new entrant), special tasks (assigning tasks to employees to increase
their knowledge base), formal and informal learning (colleagues and friends discuss matters

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formal and informally), job instruction (written instructions are provided regarding procedures)
and job rotation (systematically the trainee is moved from one place to another). However, the
study will investigate effectiveness level of the practice of job rotation experienced with the aim
of creating generalist professional to improve employee motivation, commitment and job
involvement. In order to conduct the research under this topic, 858 branches opened and provide
banking service up to December 31, 2014 G.C in Ethiopia. Out of this a number of branches
were selected on sample base to provide valuable and relevant information to the study, the
researcher limited the study in Addis Ababa city. The employees in selected branches have at
least two years’ experience in exercising job rotation practice and because of this they are
believed to provide better information from their experience of job rotation practice. Therefore,
the scope of the study is restricted to investigating the effectiveness of level of job rotation
approach to improve employee motivation, commitment and job involvement in CBE with
selected branches found only in AA city. This study is delimited to only Gulele Addis Ababa
district since studying outlying and all cities Branches would be unmanageable due to time and
financial constraints. In CBE, the practice of job rotation has been experienced with the aim of
creating generalist professionals and motivating employees. In order to conduct the research
under this topic, branches that existed before 2016 in Gulele Addis Ababa district were select
due to their importance in providing valuable and relevant information to this study. Hence, there
were 89 branches that existed before 2016 in Gulele Addis Ababa district and the researcher
would select the highest grade branches (grade 4) from Gulele Addis Ababa district branches.
The reason why the researcher selects the branches opened before 2016 and grade 4 branches,
those branches have got at least four years’ experience in exercising job rotation practices and
thus can provide better information also have largest number of experienced employees.

1.9. Limitation of the Study

The researcher challenged by lack of cooperation on the side of few respondents in filling out
and returning back questionnaires in the Bank are among the estimated limitations that is faced
the study. Moreover, more time and much fund need to be dedicated to collect data from
employees that work in CBE branches. The researcher noted that the study was considering a
representative of a very larger population. Since the study was conducted within a short period of
time, it was impossible to include all CBE branches throughout the country and other organs of
the bank. Limitation has to be limitation when is has impact on the study. There are some

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limitations of this study against achieving its objectives effectively. It was impossible to access
some important Document on job rotation practice like revised procedures & rules in different
category and previous studies in the area in Ethiopia. The other limitation is, there were lack of
cooperation in some respondent’s during distributing and collecting the questionnaire and they
were carelessly filling the questionnaire. Even though it would be better for the study if it is
conducted nationwide, due to shortage of time and resources; the researcher is to be forced to
conduct the study only in selected branches of Commercial Bank of Ethiopia Gulele Addis
Ababa District.

1.10. Organization of the Study

The study is divided in to four chapters. The first chapter deals with introduction which
encompasses background of the study, statement of the problem, research questions, purpose of
the study, significance of the study, scope of the study, background of CBE as well as
organization of study. The second chapter deals with the review of related literatures on job
rotation. This part gives a highlight on the theoretical, empirical and conceptual framework of
the topic under study. The third chapter discusses the research design and methodology which
includes population and sampling size, data type and source, data collection instrument, data
analysis technique and methods. It is also includes ethical consideration. The fourth chapter is
dedicated to discuss the time and budget schedules of the overall study.

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 Chapter Two
2. Review of Related Literatures
2.1. Introduction
This chapter investigates on empirical studies in relation to effects of job rotation practice on
employees’ motivation. The chapter analyzed the literature review in accordance to the stated
research questions in the first chapter. The first section of the literature review is the conceptual
review about job rotation practice and employee motivation. The second section of the literature
looked at theoretical review on factors that affect job rotation practice on employees’ motivation.
The third section review the empirical study related to the research. Finally the fourth section
shows the conceptual frame work and model used by the research.

2.2. Overview of Job Rotation

Edward (2009) describes job rotation as “the process of switching a person from job to job”
which increases an employee’s capability and value to an organization. Job rotation can be
defined as the performance by an employee of a new assignment on a temporary basis for an
agreed period of time. Job rotation is position-oriented, with management determining the need
for a specific job to be done. Job Rotation is where an individual is moved through a schedule of
assignments designed to give that individual a breadth of exposure to the entire operation. The
term job rotation can also mean the scheduled exchange of persons in offices, especially in
public offices. Developed in Denmarkin the 2005’s, job rotation can be used in a variety of ways
to meet the development and training needs of companies and employees, without a break in
production. Job rotation is an alternative to job specialization. It is a way to reduce employee
boredom and it also facilitates more of an understanding about the organization. Job rotation is
moving from one job to another. Job that is very similar or drastically different can be rotated for
example, a person in charge of accounts receivable could change with a person who is in charge
of accounts Payable. An employee could work as a marketer for a year and then work as a selling
agent for year. Job rotation comes in many forms and is useful in many situations. Job rotation is
the systematic movement of employees from one job to another. How this movement is
accomplished depends on the purpose that you wish to achieve and how dramatic a move you are
willing to take Malinski, 2002).

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The Human Resource Development Council (HRDC, 2012) describes job rotation as “a career
development strategy where an individual temporarily moves laterally into an established or’
shadow position’ (HRDC, p.1) which usually requires the employee to suspend his or her current
job duties (HRDC, 2012, p.12). In job rotation, staffs are moved between different jobs over a
period of time and this movement is planned to achieve different purposes (Bennett, 2003).
According to Malinski (2002) it is an organized movement of staff from one job to another and
he also adds that an individual does not have to leave a job to get a more satisfying job. This can
be achieved in the same job by using job rotation, enrichment and restructuring. According to
Parker (2002) job rotation is a model of training through which already employed Staffs leave
their jobs to go on further training and unemployed people are brought into their Places for work.
Torrington and Hall (1991) hold the view that in job rotation, individuals are moved between
jobs of similar nature. Arnold and Felderman (1986) write that the movement of Staff in jobs is
at the same level in the organization as they are not promoted in the job where they are rotated.
All these views above are the views of the people who support job rotation and explain what job
rotation is and they also agree on a common point that in job rotation staffs are moved between
different jobs and it is most of the time within the organization between different jobs or tasks.
Parker (2002) also debates that in job rotation the employees taken outside the scope of an
organization rather than inside the organization as unemployed people are brought into the
organization. Job rotation is an interesting mechanism because it makes it possible for the firm to
observe employees in action in different positions and thus learn which job fits each employee
best. Any meaningful analysis of the problem should therefore take into account that there are
significant differences among jobs. This has two different implications. First of all, we should
take into account that the employees’ human capital is—at least partly–job specific. It assumes
that the productivity of an employee at a given job depends on his job-specific human capital,
which the firm would like to learn. The firm may use job rotation to learn what the best job for
each employee is. The second implication is that the surplus generated by different jobs might
vary irrespectively of the employees involved. Some activities are intrinsically more productive
than others, are better equipped with physical capital. These differences, however, must also be
learned by the firm (Ortega, 2001). Human resource management aims to improve the productive
contribution of individuals while simultaneously attempting to attain other societal and
individual employee objectives.

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Human resource management is concerned with the people who work in the organization to
achieve the objective of the organization. It concerns with the acquisition of appropriate human
resources, developing their skills and competencies, motivating them for best performance and
ensuring their continued commitment to achieve organizational objectives. This definition
applies to all types of organization. Human resource management refers to activities and
functions designed and implemented to maximize organizational as well as employee’s
effectiveness. One major area of the human resource management function of particular
relevance to the effective use of human resources is training. Training is necessary to ensure
sustained economic growth and effective performance and for adequate supply of staff that is
technically and socially competent. Training has emerged as formal corporate function, integral
element of corporate strategy. It is also recognized that companies increasingly acknowledge the
fundamental importance of employee growth and development, as well as the necessity of highly
skilled workforce in order to improve the success and efficiency or their organizations.

2.2.1. Definition of Job Rotation

Different authors have defined job rotation using their own words and expressions. Although
they have used different wordings, all definitions convey the same meaning. Some of the
definitions by different writers are discussed as follows: Rotation can be defined as working at
different tasks or in different positions for set periods of times in a planned way using lateral
transfers aiming to allow employees to gain a range of knowledge, skills and competencies and is
also seen as an on-the-job training technique and as such is known to have an effect on employee
motivation (Olorunsula, 2000, as cited in Wageeh & Nafei, 2014). Job rotation is an approach
where an individual is moved through a schedule of assignments designed to give him/her a
breadth of exposure to the entire operation (Dessler G & Vrkkey, 2009). According to Campion
et al. (1994) job rotations are lateral transfers of employee’s between jobs in an organization.
Furthermore, job rotation is the movement of employees among different tasks and positions
which will probably be of similar nature. Job rotation is an excellent tool for enhancing
employee motivation, commitment and job involvement which are very important for smooth
and effective functioning of an organization (Zeira, 1974, as cited in Wageeh & Nafei, 2014).
Job rotation has come to be accepted as an effective method of developing skills and providing
motivation (Friedrich & Kabst, 1998, as cited in Wageeh & Nafei, 2014).

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2.3. Theories of Job Rotation
It is well known that there are three theories of job rotation: employee learning theory; employer
learning theory and employee motivation theory. The first theory claims that employees who
rotate accumulate more human capital because they are exposed to a wider range of experiences.
The more an employee moves, the more he learns. We refer to this as the employee learning
theory. The second theory is that the firm itself learns more about its own employees if it can
observe how they perform at different jobs. To find the job that an employee is best at, the
employer needs to move the employee around and observe how he performs at each position. We
call this the employer learning theory. The last theory is that job rotation motivates employees
who would otherwise become bored and tired of always performing the same tasks. The theories
deliver different predictions regarding the types of employees who are more likely to rotate and
the types of firms where rotation is more likely (Eriksson & Ortega, 2004).

2.3.1. Employee Learning Theory of Job rotation

The employee learning argument is that job rotation is an effective way to develop employees'
abilities. According to Campion, Cheraskin and Stevens (1999), job rotation produces two
beneficial effects. First, an employee who rotates accumulates experience more quickly than an
employee who does not rotate. Hence job rotation is mentioned as an effective tool for career
development. Second, an employee who rotates accumulates experience in more areas than an
employee who does not rotate. Hence, if an employee rotates more frequently, it is easier to train
him to become a generalist. The employer learning argument is that job rotation provides
information that the firm can use to improve the allocation of jobs among employees. If an
employee can be observed performing different activities, it may be easier for the firm to find out
the most appropriate job for that employee. Using a simple learning model, Ortega (2010) shows
that this intuition is correct. With a job rotation policy, each time an employee rotates the
employer learns about new dimensions of the employee's ability. If an employee does not rotate,
the employer learns the same dimensions of ability about its employees. For this reason,
employees with less tenure are more likely to rotate, because the firm will be more interested in
learning about them. This implies that job rotation should be adopted with a higher probability in
firms where average employee tenure is lower. Finally, if the firm is relatively young or is
introducing innovations, the information that it has about the profitability of different jobs is not
very precise, and we should expect it to use more job rotation.

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2.3.2. Employer Learning Theory of Job rotation
The employer learning argument is that job rotation provides information that the firm can use to
improve the allocation of jobs among employees. If an employee can be observed performing
different activities, it may be easier for the firm to find out the most appropriate job for that
employee. Using a simple learning model, Jaime Ortega (2001) shows that this intuition is
correct. With a job rotation policy, each time an employee rotates and the employer learns about
new dimensions of the employee’s ability. If an employee does not rotate, the employer learns
the same dimensions of ability about its employees. For this reason, employees with less tenure
are more likely to rotate, because the firm will be more interested in learning about them. This
implies that job rotation should be adopted with a higher probability in firms where average
employee tenure is lower. Finally, if the firm is relatively young or is introducing innovations,
the information that it has about the profitability of different jobs is not very precise, and we
should expect it to use more job rotation.

2.3.3. Employees' Motivation Theory of Job Rotation

The employee motivation argument is that job rotation contributes to make work more
interesting. This argument was sometimes mentioned in the literature on "plateaued" employees
that developed in the late 1998s. Plateaued employees are those with little prospects of
promotion. According to (Ference), Stoner and Warren (2011), job rotation is a potential solution
to these employees’ lack of motivation. More recently, Cosgel and Miceli (1999) have pointed
out increased motivation and satisfaction as one of the benefits of rotation. In their model,
employees prefer to perform a variety of tasks rather than specializing in a single task and, as a
consequence, job rotation increases job satisfaction. If the employee motivation theory is correct,
we expect job rotation to be adopted by firms where employees have worse prospects of
promotion.

2.4. Benefits of Job Rotation

There are various studies on job rotation that describe the benefits for workers and firms. First, as
Jovanovic, B. (979) pointed-out job rotation is helpful when determining the suitability of
workers for certain jobs. Second, job rotation gives workers the opportunity to learn multiple
skills and outlooks mentions that job rotation in firms allows workers to learn different skills to
deal appropriately with unexpected trouble or accidents, which are referred to by Koike, (1991)

15
as “unusual operations”. Third, job rotation also avoids the dullness caused by monotonous jobs
(Cosgel et al., (1999). When looked at in its entirety, from the angle of employees undergoing
rotation the most important associated advantage of differentiation at work is the prevention of
monotony/boredom and loss of motivation (Azizi et al., 2009). Job rotation has found wide
acceptance as a means of reducing monotony (Gannon et al., 1972). Fourth, rotation can also be
seen as an on-the-job training technique supporting the principle of “learning by practical
experience” (Ho et al., 2009). The research performed by Eriksson & Ortega (2001) indicated
that job rotation applications support both employee learning and the employer learning. It is a
training means of facilitating the acquisition of skills to make the work productive. Fifth,
working with many people at different time periods develops human relations and support
internal and external communication among departments. Rotation gives several cues about how
to establish communication with people with different behavioral characteristics. Employees
who are closer to each other in a social context will be able to resolve any problems which may
arise during technical processes more easily. This makes it feasible for the workplace to be more
peaceful and work to be carried out with high motivation (Morris, 1956). Furthermore, correct
implementation of job rotation should provide for the employee to be able to see various stages
of the production process as a whole (Adomi, 2006). That is, rotation facilitates the learning of
all aspects of the business. Finally, Itoh (1987) shows that fostering of generalists improves
firms’ profit, (Lindbeck & Snower, 2000) point out that accumulating multiple skills is more
beneficial than acquiring specialized skills. By taking a general view of the company, the
employee’s accumulation of technical knowledge and skills and his/her command of the work
increases. This condition the person will be highly motivated and work will be more productive
(Huang, 1999).

2.4.1. Reasons for the Development of Job Rotation

There are many reasons for implementing a job rotation system, including the potential for
increased product quality, giving employees the opportunity to explore alternative career paths,
and perhaps most importantly, preventing stagnation and job boredom. Sustaining employee
interest in a single job is not easy, which is perhaps why retention poses such a big challenge for
businesses, even in a slow economy. Employees outgrow their jobs quickly and it may not be
possible for employers to provide enough diversity within a career path to maintain employee
interest in the job. This is where job rotation steps in to provide job enrichment from an

16
employee’s perspective. Employees who participate in job rotation programs develop a wide
range of skills, are more adaptable to changes in jobs and career, and are generally more engaged
and satisfied with their jobs when compared to workers who specialize in a single skill set or
domain. www.shrm.org/hrinfo. According to Ortega (2010) investment in staff development is a
major key to survival and growth, but carries a cost in terms of releasing key staff and finding
the right training. Job rotation provides tailored training for staff of small and medium sized
enterprises, whilst providing a replacement worker to cover whilst existing employees that are
released for training. There are many reasons for implementing a job rotation system, including
the potential for increased product quality, giving employees the opportunity to explore
alternative career paths, and perhaps most importantly, preventing stagnation and job boredom.
Sustaining employee interest in a single job is not easy, which is perhaps why retention poses
such a big challenge for businesses, even in a slow economy. Employees outgrow their jobs
quickly and it may not be possible for employers to provide enough diversity within a career path
to maintain employee interest in the job. This is where job rotation steps in to provide job
enrichment from an employee’s perspective. Employees who participate in job rotation programs
develop a wide range of skills, are more adaptable to changes in jobs and career, and are
generally more engaged and satisfied with their jobs when compared to workers who specialize
in a single skill set or domain. In Hsieh’s (2007) opinion, job rotation presents many unique
opportunities for businesses and employees. The rationale for implementing a job rotation design
system may vary depending on business goals and human resource strategies. However,
whatever the reason, one thing is certain businesses that implement a job rotation strategy
unquestionably reap the benefits of added organizational success and more satisfied, motivated,
and committed employees. Job rotation is also practiced to allow qualified employees to gain
more insights into the processes of a company and to increase job satisfaction through job
variation. For lower management levels job rotation has normally one of two purposes:
promotion or skill enhancement. This approach allows the manager to operate in diverse roles
and understand the different issues that crop up. Hsieh (2007) also explains that there are some
negative attributes associated with job rotation. Firstly, some positions within a company may
not be eligible for rotation. There may be positions within a company that may be specialized
due to technology or may require highly skilled workers.

17
These positions may not fit the profile for rotation opportunities because of the costs involved to
train the workers. Jaturanonda et al. (2006) in their opinion explain that another Problem faced
by companies is that some employ unionized workers that may be resistant to job rotation due to
standard union practices. Lynch et al. (2008) state that, one other problem faced by companies is
the possibility of having to pay incentives to workers for cooperation with the job rotation
implementation which can lead to wage inequality. Finally, Lynch et al.(2008) further explains
that, the utilization of job rotation may have the effect of reducing a workforce because of the
cross-training involved; a company may not need to hire additional staff to cover positions and
may possibly layoff current employees no longer considered necessary.

2.5. The Process of Job Rotation Practices

Here under the process of job rotation application, the discussion is directed to the practices
involved in the operation of job rotation process. Job rotation process mainly includes the
following four phases:

Job rotation practices Plan: includes selection of the job, time in each job and number of
employees to be rotated at a time.
Job rotation plan communication: informs the purpose of the program and link between plan
and action.
Provide Support: assume responsibly, follow progress and cooperate with others.
Evaluation of the Job Rotation Practices: complete and evaluate the program, cost of job
rotation and productivity during the rotation program.

2.6. Conceptual Framework of the Study

The following conceptual framework was developed for the purpose of this study. According to
the conceptual frame work job rotation practice is to be planned, publicized/communicated,
supported/supervised and evaluated. If this is so, the job rotation application would be effectively
implemented (Lock, 1998, as cited in Mohsanet al. 2012). When job rotation is properly
practiced in this way, it will come up with increased employees' motivation. Besides, the study
tried to identify the benefit/s of job rotation as well as the challenge/s encountered while
implementing job rotation practice. Aforementioned can serve as independent variables for this
study and they must be carefully identified in the process because their result will have effect on
the dependent variables namely employee performance. So that the well-designed job rotation

18
practice will have great effect one employees in enhancing their motivation (dependent
variables). Finally the overall effects of job rotation practice (independent variable) can be
indicators of employee motivation (dependent variables) at work place. Based on the detailed
literature review, the study was investigated the effectiveness of the general approach of job
rotation practices in CBE improve employee’s motivation, Commitment and Job involvement.
The best way for the financial institutions to serve their employees in order to enhance the
motivation, commitment and job involvement is provided them effective training programs. Job
rotation is one of them because it is carried out at trainee’s own place of work using the same
methods, materials and procedures that will continue to be used subsequent to the training on
their actual jobs (Lock, 1998, as cited in Mohsan et al. 2012).

The study aims;

To assess the general approach of job rotation practices on employees in CBE.

To determine job rotation practices affect employee motivation, commitment and job
involvement.
To measure the effectiveness level of job rotation practices on employee motivation,
commitment and job involvement.
To point out alternative approach of training and development tools improve the
effectiveness of job rotation practices. Finally, the following conceptual framework was
developed for the purpose of the study from the literature reviewed. According to the
conceptual frame work, the assessment of job rotation practices starting from job rotation
initiations to creating generalist employees. It included planning the job rotation,
communicating the job rotation plan, providing all rounded support and evaluating the job
rotation practices. The alternative training and development methods were point out the
effect of job rotation practices improve employee motivation, commitment and job
involvement. If this is so, evaluate the job rotation application would be effectively
implemented or not. When job rotation is properly practiced in such a way assessed, it came
up with increased employees’ motivation, commitment and involvement.

19
 Chapter Three
3. Research Methodology
3.1. Introduction
In this chapter, it has been discussed about the steps of the research process. By seeing
methodology, one can get preview of the case and the way of analyzing. The following points are
described the research design and methodology. These are; research design which includes
quantitative method of data analysis, sampling and sampling techniques, instruments of data
collection, sources of data collection, method and techniques of analysis and ethical
consideration. In order to achieve the objectives of the study, the researcher used the conceptual
frame work to assess the general approach of job rotation practices on employees in CBE, to
examine the effectiveness of job rotation practices to improve employees’ motivation,
commitment and job involvement in CBE and to point out the alternative training and
development methods to improve effectiveness of job rotation practices in CBE. The purpose is,
therefore, in this research highlight to investigate and give answer to the research questions
posed in chapter one. Hence the study of research methodology signifying quantitative method of
data analysis was applied as the sources were availed in numeric forms.

3.2. Research Methodology and Design

According to John & Creswell (2009), there are different types of research designs: qualitative,
quantitative and mixed research. Here, the researcher used quantitative research approach. Hence
to achieve the aims of this research quantitative method of research design was used. The
methodology used Survey method for the research in line with the objectives. Based on this, the
researcher prepared questionnaires for employees to investigate the effectiveness level of job
rotation approach of CBE was applied in line with the frame work designed and to what extent
does job rotation practices increases employees motivation, commitment and involvement. The
questionnaires also included close-ended questions to point out the alternative training and
development methods improve effectiveness of job rotation practices in CBE and improve
employee motivation, commitment and job involvement. Structured questionnaire for employees
prepared in this study for the collection of data from respondents. After the data was gathered
from the data sources, the data was prepared for analysis and discussion. Then data analysis and

20
discussion were followed. Finally, based on the discussion and the analysis, conclusion and
recommendation were drawn.

3.2.1. Research Design

A research design is the program that guides researchers in the process of collecting, analyzing
and interpreting the collected data. The primary aim of this study is to find out the effects of job
rotation on employees’ motivation. To achieve this objective, descriptive type of research design
with a quantitative approach was employs. In line with this descriptive research, statistical
instrument used for the research analysis was mainly inferential statistics, specifically correlation
and multiple regression analysis. The researcher was employing the survey strategy for the study.
This strategy proposes because it allows the collection of a large amount of data from a sizable
population in an economical manner. Saunders et al. (2009) recommended this strategy because
the method allows researchers to collect quantitative data which can be analyzed quantitatively
using inferential statistics. In addition, to test the relationship between variables explanatory type
of research design were apply.

3.3. Sampling Design

3.3.1. Target (Study) Population

Lavrakas (2008) defines a population as any finite or infinite collection of individual elements
that describe a population as the entire collection of ‘things’ in which we are interested. The
target population for this study was employees at each level of CBE in Gulele Addis Ababa
district and the branch under this district were the pool for the information of the study. The
levels of branches graded in CBE are Grade-1, Grade-2, Grade-3 and grade-4 based on number
of customer, volume of transaction and other criteria. So, the relevant information was secure
from purposively selected branches. The selected branches were opened before December 31;
2016. Accordingly Grade 4 branches was selected as a sample due to their greater importance
and provided valuable and relevant information to the study. The employees from selected
branches had at least two years working experience. The researcher will get better information
from their experience of job rotation practice. Grade 1, 2 and 3 branches were excluded due to
small number of employees and simple level of branch structure. Gulele Addis Ababa district has
121 branches right now and 12% of the branches were the only focus of this study which is15
branches of Gulele district. This is the total number of grade 4 branch.

21
The study aimed to examine the general approach of job rotation practices and its effectiveness
level to improve employees’ motivation, commitment and job involvement in CBE. CBE had
858 branches and 19,994 employees throughout the country. Out of these, the targeted
respondents for this study were employees working in Addis Ababa (AA) city. AA city had 262
branches and 6,825 employees as of December 31, 2014 and the level of branches graded in CBE
Grade-1, Grade-2, Grade-3 and grade-4 based on number of customer, volume of transaction and
other criteria . So, the relevant information was secured from purposively selected branches. The
selected branches were opened before December 31, 2012. Grade 4 and 3 sample branches were
selected due to their greater importance and provided valuable and relevant information to the
study. The employees from selected branches had at least two years working experience. The
researcher had got better information from their experience of job rotation practice. Grade 1 and
2 branches were excluded due to small number of employees and simple level of branch
stricture.

Table 1፡ Number of Branches per Level of Grade

S/No. Addis Ababa City Grade 4 Grade 3 Grade 2 Grade 1 Total

1 No of branches 23 13 134 92 262
2 No of employee 1,736 693 3,369 1,567 6,825

3.3.2. Sample Size Determination

The sample size will be consider as representative of the Gulele district of CBE employees and
this will expect to be large enough to allow precision, confidence and to generalize the research
findings. Accordingly, 277 respondents will be select out of 904 employees. So, the researcher
will use the following sample size determination formula. The researchers will also use by
Yamane (1967) cited in Israel (1992) which was revised on April 2009 and again reviewed on
June 2012 to provides a simplified formula to calculate sample sizes as follows:

1
n=
1+ N e 2

Where;

n = the sample size,

N = the population size,

22
 1 = designates the probability of the event occurring, and;

e = the level of precision (sampling error).

Usually it follows the method of proportional allocation under which the sizes of the samples
from the different strata are kept proportional to the sizes of the strata. The researcher will
employ proportion allocation method to determine the sample size. The sizes of the sample from
different strata were kept proportional to the size of the strata. Stratified sampling results in more
reliable and detailed information, using the following formula of proportional allocation,

n∗pi
¿= ,
N

Where;

ni = Sample size for each Bank,

pi = the total number of employees in each branch,

N=the total number of employees in the selected district,

n = the total sample size for selected branches.

3.4. Sample and Sampling Techniques

Since the aim of this study was to get actual information about effects of job rotation practice on
employees’ motivation in CBE, the study focused on part of the target population such as
managerial and non – mangers at each level in selected branches of Gulele Addis District at
Addis Ababa. The rationality of focusing on managers and non-managerial employees should be
needed because most of the time the job rotation was conducted on those employees. The
branches of Addis Ababa city are categorized in to four districts (Gulele Addis, East Addis,
South Addis, and West Addis districts).From those four district Gulele Addis district selected by
using simple random method through lottery method to every district of CBE. Based on CBE
structure and branch distribution purposive stratified sampling and random sampling techniques
were used Purposive stratified sampling technique was used to select branches of CBE found in

23
Gulele Addis Ababa District fromlevelofgrade4up to 1 and this sampling method helped to select
the branches which were suitable for collecting the required data.

The number of employee in selected branches ranges from 32 up to 198 employees which are
grade 4 branches whereas branches with number of employees ranging from 7 to 15 were
excluded from the sample. Thus a proportional simple random sampling method was used to
select employees from grade 4 branches. For the purpose of the study the samples election
process considered grade level of the branches and employees working in the branches. Hence,
branches with level of Grade 4 Branches that have greater number of employees were selected
purposively so as to collect relevant and reliable information from different level of job position
of employees. The researcher was purposively assigned 100% from grade 4 and would take
proportional to the number of employees in the branches and purposively excluded grade 1, 2,
and 3 branches employees due to simple structural level of job position and small number of
employee in each branch. Based on CBE structure and branch distribution multistage sampling
of stratified, purposive and random sampling techniques were used. Purposive stratified
sampling technique was used to select branches of CBE found in AA from level of grade 4 and 3
and this sampling method helped to select the branches which were suitable for collecting the
required data. The number of employee in selected branches ranges from 32 up to 198
employees, whereas branches with number of employees ranging from 7 to 15 were excluded
from the sample. Thus, a proportional simple random sampling method was used to select
employees from grade 4 and 3 branches. Based on the Management Information system (MIS) of
CBE, on December 31, 2014, there were 23 Grade-4, 13 Grade-3, 134 Grade-2 and 92 grade-1
branch offices in the city of AA (branches under the domain of AA city located within the radius
of 150 KM). Research generalizability is highly affected by sample size. Hence determining the
number of representative sample size is a pivotal concern of every researcher to a given
population. In this study, sample size was determined based on “Small Sample Techniques
“developed by the National Education Association (NEA) Research bulletin Vol. 3o, December
1970. Accordingly for a population size ranging from 6,000 up to 7,000 the guideline sets sample
size of 364 highlight of representativeness and time available, the researcher found the guideline
helpful in determining sample size. Hence, the study had taken the maximum sample size of 364
subjects as the minimum number of questionnaires distributed for data collection. Therefore,
through the minimum sample size of the study was 364 employees. For the purpose of the study,

24
the sample selection process considered grade level of the branches and employees working in
the branches. Hence, branches with level of Grade-3 and Grade-4. Branches that have greater
number of employees were selected purposively so as to collect relevant and reliable information
from different level of job position of employees. The researcher was purposively assigned 100%
from grade 4and 3 and would take proportional to the number of employees in the branches and
purposively excluded grade 1 and 2 branches employees due to simple structural level of job
position and small number of employee in each branch. Total number of sample is 364
respondents from selected branches. Once participating branches were selected, the number of
participant employees from the selected branches was proportional to the total population
(number of employees in AA).

Noof employees ∈given branch

Sample ¿(n¿)= X 364
Total No of employees selected ∈branches

Finally the researcher randomly selected individual respondents with the experience of above
two years from each selected sample branch.

3.5. Data Source and Data Collection Methods

There are different types of data collection methods. The methods depend on the research
objective and research design. Data collected from two or more sources can help to support and
improve the quality of the research result. The goal of data collection is to gain rich data that
suits to achieve the research objective. The study relied on primary data collected using
structured questionnaires from the respondents. The use of structured questionnaire for
employees allowed collecting data from varied groups. The questionnaires were designed from a
detailed literature review to assess the general approach of job rotation practices, measure the
effectiveness level of job rotation practice to improve motivation, commitment and involvement
and point out also the alternative and development training methods improve effectiveness of job
rotation practices in CBE and improve employee motivation, commitment and job involvement.
The questionnaires assessed the general approach of job rotation practices through related
questions/ statements encompassing the process of job rotation and effective implementation of
job rotation (plan, communicate, support and evaluate). The study helped to assess general
approach of job rotation practices, measured the effectiveness of job rotation practices on
employee motivation, commitment and job involvement and point out alternative training and

25
development methods improve effectiveness of job rotation practices in CBE and improve
employee motivation, commitment and job involvement. The questionnaires were distributed to
the participants and collected with the collaboration of branch managers of the participating
branches in order to increase the response rate. The Primary data was collected using
questionnaires. As pilot test initially 10 questionnaires were distributed to selected branch
employees and collected. After collecting the data, the researcher arranged discussion session
with the respondents in order to test and get conformation with reliability, validity and
practicability of the proposed instrument. The result of the pilot test result was encouraging that
the proposed questionnaires were reliable for measuring that the extent to which it was without
bias (error free) and the researcher ensured that had consistent measurement of the instrument. In
addition to this, stability and consistency of the instrument were tested. The other result
confirmed that, validity tests are used to test the goodness of measurement of instrument for the
sake of clarity and it had adequate coverage and representativeness. The last one was test of
practicability of instrument. It confirmed that the instruments were simple to understand and give
feedback by the respondents; pilot test was also encouraging for increased response rate. Based
on the feedback of the pilot test respondents, the researcher made some amendment and revised
the data collection instrument. Lastly, the final questionnaires were distributed to 36 CBE
branches and follow up was made to collect the responded questionnaires. To obtain all sources
of data pertaining to the subject of the study, questionnaire is prepared and disseminated for
sample respondent. For the purpose, a well understood questionnaire is prepared in English as
respondents have understood and answer all the questions properly. All questions are close
ended. To make the data reliable, the experienced and trained data collectors who are working in
CBE. Adequate orientation has been provided for the data collectors to make the data collection
friendly and reliable. During the data collection sufficient time is given to the respondents to
answer the questions adequately and freely. The methods depend on the research objective and
research design. The goal of data collection is to gain rich data that suits to achieve the research
objective. This study was used primary data collection methods through questionnaire to collect
data from the respondents from branches of Gulele Addis Ababa district. In addition, secondary
data from publications, annual reports, bulletins and website of CBE were consulted. The
questionnaires were designed after a detailed literature review in the area of job rotation practice
and motivation. The job rotation questionnaire included job rotation related questions/statements

26
encompassing implementation and major elements of job rotation (plan, communication, support
and evaluation) practices. In addition, the questionnaire for work motivation was adopted from
motivation index (MI) developed by Mark land and Hardy (1997). The study relies on primary
data sources. Primary data was collected through questionnaire from CBE employees who have
work experience at least two years. The randomly selected individual respondents were Br.
Managers, Customer Service Manager (CSM), Seiner Customer Service Officer, Senior Branch
Controller, Customer Service Officer (CSO), Branch Controller and Customer Relation Officer
(CRO).

3.6. Stricture of Questionnaires

The questionnaire consists of a set of 74 questions that includes only closed questions. The
questionnaire has six sections. Section one deals about general information of the respondent.
The second section deals with general approaches of job rotation approach practices. The third
section deals with employee motivation. The fourth section deals with employee commitment.
The fifth section deals with employee job involvement and the last section deals with alternative
training and development tools. The questions was prepared in the form of Likert Scale used to
measure the respondent‘s priority of statements and their responses. It is used 5 scales to rank the
features where the respondents told to give 5 for the most important feature and 1 for the least.

Figure 1: Structure of the Questionnaire

Source: Developed based on the respondent questions.

27
3.7. Methods of Data Analysis
The main purpose of the study was to assess the general approach of job rotation practices in
CBE, to measure the effectiveness of job rotation practices on employee motivation,
commitment and job involvement and to find out an alternative approach of training methods to
improve effectiveness of job rotation practices in CBE to improve employee motivation,
commitment and job involvement.

28
Chapter Four
4. Time and Budget Schedules

4.1. Time schedules

This research thesis will be completed in three months. The table below summarizes the work
schedule.

Table 4.1፡ Time Schedule of the Study

May June July

S. No. Task to be Performed
1 2 3 4 1 2 3 4 1 2 3 4
Phase I
1. Title Selection and modification
2. Reviewing Literature
3. Preparing the research proposal
4. Submitting the 1st draft of proposal
5. Modifying the proposal based on the
comment Submitting of the 2nd draft
6. Modifying the proposal based on the
comment again and submitting of final
complete research proposal
7. Ethical clearance
Phase II
1. Preparing sample frame & constructing
instruments
2. Submitting the instrument for advisors
3. Finalizing data collection instrument,
duplicating and distributing instruments for
collecting data
4. Selecting study subjects
5. Data collection
Phase III
1. Data clearing, editing and compiling
2. Analyzing and interpreting the data
3. Data analysis and report writing
4. Finalizing research project
Phase IV
1. Writing and submitting the first draft of the
research to advisors

29
2. Modifying and submitting the last draft
and preparing to defense
3. Final research paper submission
4. Paper Defense

4.2. Budget Breakdown

The costs that spend for the thesis are summarized in the table below in relation to the work plan.

Table 4.2፡ Budget Breakdown of the Study

A. Personnel Cost

No. of No. of Rate Total Cost

S.No. Activities
person days per day (ETB)
Conduct of training
1. Principal Investigator 1 1 50.00 50.00
2. Supervisor 1 1 50.00 50.00
3. Data collectors 4 1 50.00 200.00
Sub-Total
Pre-Testing
1. Principal Investigator 1 1 50.00 50.00
2. Supervisor 1 1 50.00 50.00
3. Data collectors 4 1 50.00 200.00
Sub-Total
Actual Data collection
1. Principal Investigator 1 4 50.00 200.00
2. Supervisor 1 4 50.00 200.00
3. Data collectors 4 4 50.00 800.00
4. Administration Costs
5. For tea break (2 times per day for 6 8 5*2*6*1day 60.00*8days
each individual) = 60.00 = 480.00
6. Breakfast, Lunch, dinner (3 times 6 8 40*6*1 240.00*8days
per day for each individual) = 240.00 = 1,920.00
7. Data coding and entry 4 2 50.00 400.00
Sub-Total
Grand Total

B. Stationary and Materials Cost

30
 Unit Price Total Price
S.No. Item Unit Qty.
(ETB) (ETB)
1 Duplication paper Packs 5 80.00 400.00
2 Questionnaire Duplication Each 398 2.50 970.00
3 Pen Pieces 5 3.00 15.00
4 Pencil Pieces 5 1.00 5.00
5 Erasers/ Rubber Pieces 5 2.00 10.00
7 Binder/Clip board Pieces 5 5.00 25.00
8 Floppy disk/CD disk Pieces 2 6.00 12.00
9 Brief case/ bag Pieces 1 150.00 150.00
10 File Folder/classer Pieces 5 2.00 10.00
11 Note book Pieces 5 5.00 25.00
12 Sharpener Pieces 5 2.00 10.00
13 Stapler Pieces 1 25.00 25.00
14 Staples Packet 2 5.00 10.00
15 Marker Pieces 2 4.00 8.00
16 Scientific Calculator Pieces 1 75.00 75.00
17 Binding and photocopy of the final research report 350.00
Sub-total 2,000.00

C. Transportation and Communication Costs

Total
S.No. Descriptions
Cost (ETB)
1. Transport for the Principal investigator 2,500.00
2. Communication (Phone and Internet fee) 1,000.00
Sub-total 3,500.00

D. Project Cost Summary

S.No. Activity/Description Budget in ETB

31
1. Personnel 4600.00
2. Materials & Stationery 1700.00
3. Transport and communication 2340.00
4. Contingency (10%)
Grand Total 8640.00

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