The Principles Of Job Enrichment

In order to efficiently run a Dunkin Donuts restaurant, I must first outline the company’s organizational structure by designing the right job positions for all levels of the hierarchy. “Job design is what occurs when mangers determine the tasks needed to be done, who will do them, and what selection criteria will be used to choose employees and place them on the job” (Baack, D., Reilly, M., & Minnick, C. 2014) Job design involves three steps which are job analysis, job description and job specification.

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 satisfaction: ensuring that employees are supported and feel confident in undertaking their duties; providing task variety and achievable targets to promote fulfilment

To help Andrea to consider ways of combining areas for the staffers, job characteristics theory plays a role since it provides an explanation of what characteristics of work itself help to create a sense of staff satisfaction. Firstly, to develop staffs a sense of meaningfulness with their job, Andrea should ensure that the new versions of task require several different skills and talents. Because if the work tasks are too simple and repetitive, staffs would think what they do is pointless. In addition, the redesigned task should provide staffs with chances to finish a whole, identifiable work from beginning to end with a visible outcome. So they can point to the Blaze and really find something in the magazine that made by themselves. They can feel a distinct sense of beginning and closure as well as ensure that their efforts are not in

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 case study written by Elizabeth Layman “Job redesign for expanded HIS Functions” She explains the constantly changing environment of the Health Care Delivery System. I plan to discuss the principles set for goal setting, job enrichment, job enrichment in HIS and the impact of job enrichment on motivation and communication in the HIS department. Applied Principles of Job Enrichment Job enrichment is “the job redesign technique that allows workers more control over how they perform tasks, giving them more responsibility” What Layman talks about in this case relating to UNIT 7 WRITTEN ASSIGNMENT 3 job enrichment is giving HIS employees more freedom with their tasks Halway mentions skill leveling, boredom and mediocrity in the workplace however, she weighs the pros and cons and one of the main cons she has found is that employees may still feel stress or overwhelmed with more tasks being piled on them which can lead to poor productivity. With job enrichment comes more responsibility but also it can come with a wage increase.

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

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.

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.

As mentioned above some of the outcomes of using job enrichment in the HIS departments were as Layman has described, “Risks to balance: Fragmentation, quantitative overload, qualitative overload, role ambiguity, role conflict, questionable acceptance in highly centralized organization, HR concerns about pay grade, risk management concerns about licensure and credentialing.”

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).

redesign (Layman, 2011). Job enrichment falls into the job redesign level. Before dwelling on job

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

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.