Analysis Of Case Study By Elizabeth Layman On Job Redesign

This helps in maintaining a friendly relation with the members later on. This in turn, helps in the motivation of employees which result in the firm’s success.

Due to the greater encouragement, it reduces employee turnover and increases efficiency. This causes the company to be able to fulfill their goals and objectives that have been both created and managed through the strategic management process.

It has been shown that employees who have a high satisfaction rate on the job or with the company that they work for, are less likely to leave the company that they work for compared to those who have a less satisfaction rate (Hellawell, 2012). As mentioned earlier, this would result not only in cost savings, but it would improve the overall relationship between the employee and the company. Employees that are committed and satisfied are not only not going to leave, they would also be able to contribute more and be more effective and efficient.

result of certain implementation decisions that are made and actions that are taken by individuals

reinforce the successful ones. The selection of the corrective action depends on the nature of the

An Analysis of Elizabeth Layman (2011), "Job Redesign for Expanded HIM Functions." 2011 AHIMA Convention Proceedings.

Managers have to bring changes into a company because some of the old ways of doing order or working with employees need to change. The manager responsibility is to make sure the changes which the company is implementing are done at a right pace and all the employees know the reason for the change. Some people at an organization are use to one way and not want to settle for anything they are not use to. It is up to the manager to change the minds of the individuals who do not want to make the change. The manager has to show the older way of the company is in need of change and if they do not change, it

For these reasons, a plan to change employment structure is indispensable for increasing satisfactory employment in the U.S., nevertheless this is not easy to

I analized and described how the principles of goal setting were applied to the case study conducted by Elizabeth Layman, PhD., regarding Job Redesign for Expanded HIM Functions and what was the impact and outcome of job enrichment in this case.

Kotter and Schlesinger set out six change approaches to deal with resistance to change. In the following we make use of four of the approaches: [4]

The job characteristics model is one of the most influential attempts to design jobs with increased motivational properties. Proposed by Hackman and Oldham, the model describes five core job dimensions leading to three critical psychological states, resulting in work-related outcomes.

Pay and rewards attract and retain employees. Having the right pay and benefit for employees motivate them. This helps employees feel valued and can remove animosity between employee and employer. Training and development has a positive impact on employees, this shows investment from the employer and enhances career progression.

The employees feel that they have greater responsibility and trust put on them, this can generate greater participation, commitment, and a better job performance.

The job characteristics model was projected in the 1970s by Richard Hackman and Greg Oldham to present a comprehensive and precise description of the consequences of job design involving motivation, job satisfaction, performance, and other vital features of organizational behavior. The job characteristics model concentrates on the aspect that makes jobs intrinsically motivating. Hackman and Oldham rationalize that when employees are intrinsically motivated, good performance makes them feel good. This feeling motivates them to persist to execute at a high level, so good presentation becomes self-reinforcing.

Job Enlargement - Broadening the scope of an employee's job adds variety and choices to satisfy ego needs.