Elizabeth Layman Health Information Services (HIS)

Training is used to build knowledge and skills after employees have made the personal decision to support the change.

As a result, they can affect items that are working properly, as well as, incur associated cost without the benefits (Taylor, 2015). Next, the firm should glide toward step 1, which is the redesign or the adaptation of the individual’s roles, responsibilities, and relationships (Spector, 2013, p. 42). This step allows the employee’s to discover who they need to work with, how they will benefit the company strategy, and the outcomes they wish to achieve. In this particular scenario for illustration, the team of nurses, therapist, tech, and schedulers will needs to work together, discover what they needs to do to make an impact (minimizing wasting products or ensuing they charge them out to the patient), and move from only providing quality care to providing quality, cost effective care. The importance here is that the employees devised this new concept rather than top management forcing it down the chain. This area can also present some potential problems. The team or organization can be risk adverse and fear making mistakes or failing (Recklies, 2001). For example, if 2 options are available, the person will go with the one that has lower risk instead of the one that may be more risky and provide a higher return or better outcome. Moreover, employees may be resistant to change as they are uncomfortable with it, do not see the new skills as beneficial, or they prefer the status quo. The second step, help, requests

To impact healthcare in patient delivery, employees must focus on staying happy with their jobs to have more positivity about the outcomes. Examples include: longevity of employment, increased employee satisfaction, better safety and healthcare, greater patient satisfaction, shorter lengths of stay. Therefore; employees who are satisfied with their career and job setting will show more positive outcomes towards patient care.

Working in today’s society has changed in the last few decades. The economy and technology are the main reasons for this change. The type of job and environment where one works has also changed. The fact that many people work from home via the internet has drastically changed the workforce and the environment surrounding it. With this change have come new demands, expectations, and opportunities for employers. Everyone deals with these demands differently, affecting the employee’s quality of life and job satisfaction. Though the job and office types and locations have changed over the years the need for job satisfaction has not. In today’s economy the job is not as stable as it used to be. One must be prepared for changes in the future.

Nevertheless, important changes in the workforce roles are necessary to enhance the process of care, remove waste, and improve quality. Each team member has a role to play in the health of the patient, family, and community, and what benefits the patient helps reinforce the health care system.

Training is imperative. There has to be a shift in the orientation of the healthcare personnel. Extensive direction is required through in-service and basic training. The perception of their role as simply delivering government health programs needs to be changed to being agents of health development. They need to be sensitive to the local needs. In addition to technical skills, they will need social skills to negotiate with other sectors, and communication skills for organization and empowerment of communities.

Van Milligan next required each department to justify their existence based on whether they could do the job effectively and efficiently. All levels of employees were encouraged to be involved in this process. According to Van Milligan it went over like “a lead balloon”. Employees recognized something needed to be done, the economic stress was hitting home, and they were seeing and feeling the urgency to change (Kotter & Cohen, 2002, p. 10). Even though this urgency existed, the employees were comfortable and resistant to the change. It really came down to changing their

This article notes that as tasks are continually being added and changes within today’s health information services departments (HIS), health information management must compare current practice with organizational goals to determine if work flows must be changed (Layman, E., 2016). As most new tasks start out not as new jobs, but rather enrichment or enlargement of other jobs, managers must look for indicators that these additions are not causing negative consequences (Layman, E., 2016). While job enrichment can be cause for many positive outcomes, negative results can signal a need for redesign of the work process.

In the Health Information Services, rapid changes have swept the industry through electronic health records and changing health care delivery systems. Due to these changes, such employees have seen their jobs change drastically and this has become a major issue for the industry. Redesigning jobs can be effective or counter-productive. If they overload and stress people then they can see productivity plummet. However, if people become to specialized with monotonous duties, they can also see productivity plummet. In this analysis by Elizabeth Layman, she looks at all the potential factors and outputs and leaves with an approach to forming new roles that may effectively help the business address these concerns.

And the new need for job satisfaction is the key to the quality of work.” (CITE) This is important to recognize because it point out just how important job satisfaction is to overall job productivity. Job satisfaction is important because by having a job that somebody really enjoys doing and succeeding in, it motivates them to do their best on a daily basis. This is incredibly relevant in the lives of medical professionals because they constantly need to be putting 100% effort into their work or people could have serious health complications, and in sever situation, even

Providing career opportunities for employees can have many benefits to an organization. As the years pass there are new developments in training, care, technologies, etc. It is important that healthcare professionals develop and refine of the skills, training and knowledge that they have. This is amplified by the fact that hospitals for example are so interdependent when it comes to staff involvement and communication with each other. These ideas are highlighted by Filkins 2014 when looking at the opportunities for bettering the careers of healthcare assistants or HCAs.

My second ah-ha moment, relates to the how the progressive implementation of health information systems and the increased information demand on hospital staff is a major contributor to doctor and nurse burn-out. Some of this, I believe can be attributed to people’s reluctance to adopt change and by fighting the new ways of working they add more complexity to the implementation. Another contributing factor is, as we discussed several times, the clinical staff, particularly doctors, not used to having to enter their own information is adding time to their treatment time, thus reducing the number of cases they are able to handle. These increases information also, lengthen the physicians, already lengthy day. In the last class, it was mentioned

In reading and analyzing the case study on “Job Redesign for Expanded Health Information Management (HIM) Functions” by Elizabeth Layman I was baffled to see that someone could take some rather fascinating and useful information and obscure it into such an annoyingly mind numbing text so as to eradicate almost all of its intrinsic value to everyone except for the most vigilant and persistent reader with a resilient constitution against sleep and boredom. Having arduously trudged through it, I was able to glean a few things in relativity to goal setting and job enrichment.

Indicators for Realignment American Health Information Management at HIS departments’ signals of progress and transformation accomplishment by setting goals. Among them, revision in work description, growth, and planning, as well as the collaboration among colleagues, together with the use of automation, and changes in workloads and rules, along with planning assignments these goals and planned changes, are meant for AHIMA HIS departments to improve the workplace. •How are the principles of job enrichment used in this case? The company planned a job redesign by creating a new organizational structure to allow job enrichment, focusing activities on specific duties, boost competence, capacity, and performance, transparency

The ever changing and evolving medical field creates a need for a business culture that is ready and prepared to adapt and maximize efficiencies to keep up with the industry. The shift to electronic charts and the boom of mobile devices and email have created tasks and roles that were not taken into account in previous managerial designs. Tasks and responsibilities need to be managed in a way to keep employees engaged and motivated so they can complete all that is necessary. As the case study suggested, working harder is not a long term strategy, working smarter must eventually be the long term goal to survive (Layman, 2011). In this report the principles of goal setting, principles of job enrichment, outcomes of job enrichment and the impact of job enrichment on motivation and communication, will all be discussed as they pertain to the case study written by Layman titled, Job Redesign for Expanded HIM functions.