Analysis Of Elizabeth Layman's Job Redesign For Expanded HIM Functions

915 Words 4 Pages
In my analysis of Elizabeth Layman’s “Job Redesign for Expanded HIM Functions”, I will show how the principles of goal setting were applied by way of “The Goal Setting Theory”. I will show how the principles of job enrichment were applied in this case and what their outcomes were on motivation and communication in the HIS departments as well. The most tried and true “motivation theory” is the “Goal Setting Theory”. It is a theory of motivation that says setting goals is related to better work performance and overall improvements. It puts a plan into action because a plan is prepared. Setting goals is directly related to performance improvements. Setting goals (within an organization) is paramount for success because it sets a fire under …show more content…
SMART is an acronym that stands for “specific, measurable, achievable, realistic and timely”. Her analysis of the Health Information Services (HIS) Departments revealed that the environment was chaotic for workers. The present conditions and expectations, the technology and workload was constantly changing and piling up. Her plan was to enable workers to work smarter- not harder because there was a need for improvements in performance that the present environment and job designs did not provide for. The goal was to implement a short term solution for a more efficient plan. This needed to be done as soon as possible without adding stress to the workers.
Her SMART plan: S- had a specific goal to create a work environment that enables workers to labor smarter, not harder.. M- was measurable by individual managers observe that workers are feeling less stress while output increases. A and R- was achievable and realistic because managers are given concise format to
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A manager would use the foundational principles of organizational behavior and motivation to restructure and redesign work assignments by way of skill variety, task identity, task significance, autonomy and feedback. They are to balance out the job protocols with the employee’s personal needs. If an employee is bored, they may offer job rotation and/or variety. If low morale is found, the manager may increase autonomy and offer some job enrichment. If a lack of energy or team spirit was found, then a job where an increase in social interaction would be given. An employee would have social, esteem, physiological, safety and self-actualization needs that only the involved manager would best know about. Tasks retrofitted this way give employees more self-sufficiency and

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