In recent years, human-systems integration, with regard to operators’ well-being, has gained growing attention in the research community, notably under the influence of Industry 5.0. Among the potential practices that could support this evolution, job rotation may play a key role. These policies can reduce musculoskeletal disorders, contribute to job enlargement, and foster the development of multi-skilled operators. They are also seen as tools to prevent boredom and increase motivation. However, limited research addresses how managers operationalize these policies. Furthermore, their motivational impacts remain underexplored. This paper introduces two interview guides used in a case study to analyze how companies operationalize job rotation and to assess its effect on employees’ motivation. Findings reveal that these policies induce different patterns and task structures for workers. Preliminary results also suggest that certain policies may better fulfill operators’ psychological needs, especially autonomy and competence. The role of relatedness, however, requires further investigation.