Abstract: The health sector in Kenya is one of the key segments that provide the most essential services to the public. Unmatched skills set to job requirement has been found to have a significant impact on performance of employees and the sector in general. Effectiveness of employee training and development programs such as job rotation can bridge the gap between job requirements and employees’ ability to perform. However, it is not yet clear to what extent job rotation techniques can influence employee performance. The study therefore sought to assess the relationship between job rotation and employee performance in Level Four Hospitals operating within the South-Rift Region in Kenya. It was anchored on human capital theory, knowledge-based theory of the firm and social learning theory. Correlational and survey research designs were employed with a target population of 663 medical personnel drawn from 13 Level Four Hospitals.