Improving The Organizational Structure Of A Job Redesign

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.

Job enrichment basically means to expand the employees work by increasing the range and intricacy they are told to complete. According to Koontz, what job enrichment does is to inject into jobs, more challenge and accomplishments (Koontz, 2010). One of the positive outcome of job enrichment is employees are more motivated. This is because, with the company giving them the chance to grow and upgrade themselves through job enrichment, they feel more motivated knowing they are advancing. The task they are enforced with are made easy due to the increase of skills level for the employee. However there are also it's limitations. Most of the employees do not want the type of challenge or responsibility that it handed to them. After all, it is basic human tendency to want to walk away from a responsibility (Mbaofficial.com,

It has only been within the last five years that health information management (HIM) has experienced exponential changes, due to the healthcare reform. The electronic health record (EHR) is connected to health information exchanges and other systems of interoperability. The timely completion of charts, coding and release of information (ROI) has become much more efficient with the electronic record. Traditional HIM functions will just be transformed and will always be an integral part of successful patient care. Professionals must be flexible and willing to adapt and even generate change. As Health Information Technology continues to evolve, so will the roles

Amongst reading the material presented in this chapter about the job market trends, I was able to determine that the job market is extremely dynamic and has a great rate of change depending on the company’s needs. These adjustments also affect salaries, if there is a high demand for a position where there is a shortage in qualified candidates the salaries and benefits will be higher. As new technologies grow, the need for employees in these areas do as well, people need to maintain their skills up to date and seek professional growth to be able to keep up with the requirements and challenges of this fast pacing changing job market. However, some of these changes in the job market are being caused by the rapid change in the workforce. Companies are having to adapt some of their philosophy and the way they view employees, because so much has changed in the way the workforce behaves. Let’s examine the

team due to its impact on both patient quality and employee productivity. Another plan developed by the QI team that required an immense analysis of it’s cost-benefit-quality balance is the implementation of the Electronic Health Records across all facilities and departments of the hospital. The cost to implement such a powerful system that can improve the productivity of the entire hospital is enormous. However, it’s ability to streamline information across all departments and facilities within the hospital provides a lot of benefits that will eventually increase the quality of care delivered to patients and the productivity of employees. A reduction in silos among

Continuing in the section of Indicators for Realignment, Layman indicated, ‘changes are incremental, such as the increase of the volume of email. Responding to the emails during the day may not be the issue, but the responsiveness is a key in “service-orientation” of health care enterprises.’ (Layman 2011) With this affect this would lead into job enrichment because of the change of duties and the increase in set - emails. This is a prime example of job enrichment.

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.

The case study on the Job Redesign for Expanded HIM Functions by Elizabeth Layman was very dense . It was about the implementation of electronic health records and the changes in the health care delivery system and how those changes have altered the work environment of Health Information Services Departments. This study went on to give solutions to those problems , how to implement those changes and the impacts those implementations will have on the employees , individually and on every level. The study described the Four levels of alignment to achieve these departmental and organizational goals. These levels include Re-engineering - which is the process of rethinking the business and systems of the organisation . At this level , upper

Due to astronomical cost that can be associated with the implementation/upgrading current computer system, resistance might stem from the administrative team as well. Implementing new or upgrading information system required a long term financial commitment, and the return of on invested might not be visible in the near future. Additionally, organization barriers are complex, and it will require redesigning the entire workflow process of the entire healthcare organization. Hence, the success of the proposed change might lies with the acknowledgements of these barriers, and buy-in from the administrative

While she mentions company goals in a few instances there was nothing really that directly addressed the principles of goal setting, unless you read in between the lines and apply them this way. One of the very purposes of this paper was to outline how HIM can detect, identify, analyze, and solve problems in the work environment which infers that they are trying to reach some form of a goal.

In the case study on “Job Redesign for Expanded HIM Functions” Elizabeth Laymen outlines how the ever rapidly changing healthcare field has changed the demand for the professionals in the Healthcare Information Services Departments to increase both their physical and mental output within their daily routines. This type of increased demand is not reasonable on a daily basis and puts professionals under excessive stress. As a result Elizabeth Layden wrote this article with steps and recommendations for job redesign to support and assist leaders in the field on implementing effective change in their working environments for both themselves and employees.

The conveyance of healthcare is progressively mind boggling; along these lines, the related work processes are likewise progressively perplexing. As the utilization of innovation ends up plainly basic in all parts of patient care, seeing how the work streams inside and between forms is basic. The accomplishment of data innovation ventures isn't exclusively reliant on the innovation, yet additionally on the general population and the A business procedure can be characterized as an accumulation of interrelated work errands started in light of an occasion that accomplishes a particular outcome for a client of the procedure (Sharp and McDermott 2009). A procedure must client centered; repetition, delay, and remain blunder must be stayed away from. The objective of work process examination is business process overhaul.

Leaders can use their department alignment to achieve organizational goals which are re-engineering, restructuring, work redesign and job redesign. Work changes overtime and it is influenced by the events or changes in the pace of tasks or services. The change mainly occur in the nature of the work, its flow and scheduling, relationships among workers, technologies, policies and procedures, volumes of tasks and types of tasks. Our case study will be centered on the HIS (Health Information Services) department. The modification in health care supply and introduction of electronic health work environment of this department. The change in this sector is pushed by the eruption of socio-economic events, cultural movements, better technologies and many others. A technological change that occurred was on the evolution from paper-based work to electronic work where the environment was surrounded by papers, many things like documents, reports; mails were now done and archived on the electronics.

Health information professionals work in an extremely tumultuous industry. Their responsibilities and workload are constantly being redefined due to the many external pressures, new programs and regulations required of the Health Information Services (HIS) Departments. Many more of these changes are on the horizon for HIS Departments, and organizational restructuring and redefinition of job titles in the coming years is unavoidable. While restructuring, management must take care so as not to burn out employees with too many tasks, responsibilities or simply overworking them.