Abstract:

Jordanian government has established Jordan Customs Department (JCD) in order achieve specific goals that must be consistent with the insights of the leadership, thus, looks toward tomorrow. Therefore, it is adopted clear and simplifying working procedures and used many updated technology tools in order to provide distinguished services for its customers. A supply chain (SC) includes different parties (i.e. manufacturers, suppliers, shippers, retailers, freight forwarders, etc.) that are working and cooperating directly or indirectly in order to fulfill its customers’ requests. Within the SC network, each partner includes specific activities that are involved for serving customers based on their own requests. JCD as a one partner from the global SCs which are working and developing in the dynamic environment, which seeks to be more flexible, effective to communicate, and looking to apply team management. Thus, HRs focuses on these areas, which consider these criteria are crucial for effective development in global processes network. The significance value of HRs has increased to highest rates due to the main roles that are doing for recruiting and selecting of high-qualified employees depends on their expertise, capabilities, skills, knowledge, and competencies.

The aim of this study is to re-review the process of applying the job rotation practice that HRM directorate at JCD is currently applied. Furthermore, this study displays a comprehensive overview of managing the HRs in the SC network that has positive impacts on their successes. For this study, the methodology is adopted qualitative method through conducting some structured interviews with managers’ form mid and top-levels, internal employees, external partners and customers. Additionally, it was reviewed many related previous research studies in the literature in order to collect some other qualitative data from secondary sources (i.e., statistics, annual reports, etc.). Therefore, by applying unstructured job rotation practice (i.e. monthly) frequently and in regular basis will has a significant negative impact on JCD performance as a whole. The results of this study will show the three main elements that have an impact on JCD performance: (1) internal customs employees' performance; (2) external partners and customers, who are dealing with customs services; and finally, the whole performance of JCD. For conducting job rotation practice in perfect and in scientific way at JCD and for achieving its goals and objectives; JCD might take the proposed solutions and important recommendations that will be introduced at the end of this study.