Difference Between Job Enlargement and Job Enrichment and the Impact of Star Model on Job

An employee may be promoted to a higher position and change working area of staff may mean there will be a job vacancy.

management exercises and the literature show that job description has many usages such as recruitment and

Job enlargement is another method of job design. The basic idea of job enlargement is, to give the employee a greater work load through a wide range of task performed at that level. According to

The majority of the union employees working in mid-level positions choose not to advance to the upper-level supervisory positions because they do not want to lose some of their union benefits or pay. Thus, the number of internal applicants for promotional supervisory positions suffered. The stretch assignments help employees in lower level positions train and gain experience for the promotional opportunities.

The table below helps to understand the implications that the business growth strategy has on the staffing process at the company. The positions highlighted on the table are the positions that CHERN has to focus on because they are the core drivers of the company’s performance and they make

Job specialization is the process in which the division of labor occurs at different workers to specialize in different positions over time. I believe that at almost all business there is job specialization and division of labor present.

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

Elizabeth demonstrates the principles of job enrichment by including employees in the HIS field in the job redesign process. This is seen through Elizabeth’s recommendations on the following: Doing Satisfaction Surveys, Job Diagnostic Survey, Job Procedure Review. She also suggests the addition of new tasks at higher levels of skill, responsibility, and accountability. This will challenge employees more and give them a greater sense of accomplishment when they are able to complete tasks that are traditionally held for people who are in superior employment positions.

Tammie, designing jobs is a continuous process. Job design determines the tasks that employees are expected to perform. The role of job design generates engagement. An efficiency approach to job design enables companies to maximize contributions toward a competitive advantage. A challenge involved in job design is “choosing which job design feature to alter to achieve the design goal” (Shantz, Alfes, Truss, & Soane, 2013).

The operationally focused portion of the job displays aspects of the classical theory of job design

Goal setting is about linking tasks to performance and it is used to establish and present counsel to employees on how much efforts are demanded and what work need to be done. In the HIS case work reflects the goals of the department. At the lowest point, which is the employee level, a job is set as task, duties, assignments and duties for a stratum of employees. The overall work would be constituted by the total aggregation of all department jobs. The role of the leaders will be to examine departments alignment in order to achieve organizational goals. Four different levels being engineering, restructuring, work redesign and job redesign are used to align organizational goals. Health information

After reading the case study, Job Redesign for Expanded HIM Functions, I have decided to analyze a little bit from it. I will be studying the different principles and how they are applied to the case. I will also speak a little bit about the outcomes and even the impact that it had in various departments.

For boredom, absenteeism, tardiness, low morale and production delays,the introduction of job variety, rotation, enlargement and enrichment was introduced by introducing increased task identity and control, increased capacity and coverage. Boredom, mediocrity and skill leveling were countered with employee development using job enrichment. Low moral and accountability werecountered with increased autonomy, increased responsibility, increased feedback and task identity. Delays in decision making led to reduced supervisory roles and equalizing supervisory load. The lack of team spirit was countered by increased task identity and social interaction. Excessive fragmentation was countered by decreasing routine tasks and variety and increased task

In this particular case, although the job structure was redesigned, since this was a new undertaking, and had many new variables, such

According to the management text book Williams & McWilliams, 2010, job specialisation reflects the degree to which tasks get broken down and divided into smaller tasks. Benefits include worker proficiency, decreased time between task transfer and the ability to develop specialized equipment for a specific function. So why do organisations employ such a technique? It’s