ABSTRACT
Objective:
to reveal the feelings and perceptions of nursing professionals who underwent the process of job rotation among sectors of a hospital as a management tool in conflict resolution.
Method:
a qualitative study carried out with 22 professionals, nurses and nursing technicians, using the focus group technique and content analysis based on the theoretical reference of Symbolic Interaction.
Results:
the job rotation process was positive regarding factors that help in resolving conflicts such as: increased knowledge and skills, recognition of the activities performed by peers, and improved interpersonal relationships, in addition to reducing resistance when working in other sectors. However, this process elicited anxiety, fear, frustration, sadness, distress, and insecure feelings attributed to ineffective communication and to the lack of the team's participation in developing the proposal.
Conclusion:
job rotation is an important strategy for reducing conflict; however, it is essential that managers share this proposal with the team before implementing it.
DESCRIPTORS:
Human resource management; Conflict (Psychology); Nursing staff; Group processes; Reorganization of human resources.