This study examined the relationship between employee job rotation and productivity in the public sector, using Loro Sub-County, Oyam District, Uganda, as a case study. Local governments in Uganda continue to grapple with limited service delivery efficiency, and job rotation has been proposed as a human resource strategy for enhancing employee versatility and productivity. The study was guided by three specific objectives: to examine the extent of job rotation practices at Loro Sub-County, to assess the level of employee productivity, and to establish the relationship between job rotation and employee productivity. A descriptive cross-sectional research design employing a quantitative approach was adopted. A sample of 120 respondents was drawn from a target population of 165 employees using Krejcie and Morgan's (1970) table and simple random sampling. Data were collected using a structured, self-administered questionnaire and analysed using SPSS version 26 and Stata version 17. Descriptive statistics (means, standard deviations, and frequencies), Pearson correlation, and simple linear regression were used to analyse the data. Findings revealed a statistically significant positive relationship between job rotation and employee productivity (r = 0.612, p < 0.01), with job rotation accounting for 37.5% of the variance in employee productivity (R² = 0.375, F(1,118) = 70.68, p < 0.001). The study concludes that job rotation is an effective mechanism for improving employee productivity in local government settings and recommends that Loro Sub-County institutionalize a structured job rotation policy with clear timelines, orientation support, and performance monitoring.