Health Information Services (HIS) Departments, implementation plan of moving from a paper to paperless environment, which 29 new roles were necessary for their electronic health records integration. However, these new changes placed unhealthy strains on their employees, whom had to adapt to additional task added to their daily workload. These events forced HIS Department to redesign and come up with a constructed plain to ensure that operations were being ran within regulatory guidelines, as well as ensuring that employees work areas were stress-free. (Layman, E 2011)
Therefore, HIS Department may the decision or reconstructing the organization and utilizing the four components re-engineering, restructuring, work redesign, and job redesign …show more content…
With the data provided a strategy were initiated to redesign work and job functions to make necessary changes and remove functions that no longer served a purpose. (Layman, E 2011)
As a result, the step-by-step approach realigned the overall organization and address the many of the concerns that were presented in the group suggested list. Such as low productivity, low moral, poor work quality, stress, and quantitate overload, was been demonstrated and declined the motivation of employees, which required an immediate solution. (Layman, E 2011) The reformed organization provided job enlargement of mirroring task at the same lever, job enrichment of task at a higher level of skills, responsibility, and accountability, and employees rotating jobs at the same level. (Layman, E 2011) In addition, to employee recognition for high level of performance, which are all incentive to increase motivation at the organization. The realignment at HIS Department could be altered by the slightest change could misalign, which happen quite often in healthcare organizations. Moreover, this has been proven with the demographics area affected the case mix at HIS Department due to the increase of Medicare and specialized knowledge or coding and registries, and the addition of regional health information exchanges, state registries for various conditions, and relocations of military bases. (Layman, E
Therefore, HIS Department may the decision or reconstructing the organization and utilizing the four components re-engineering, restructuring, work redesign, and job redesign …show more content…
With the data provided a strategy were initiated to redesign work and job functions to make necessary changes and remove functions that no longer served a purpose. (Layman, E 2011)
As a result, the step-by-step approach realigned the overall organization and address the many of the concerns that were presented in the group suggested list. Such as low productivity, low moral, poor work quality, stress, and quantitate overload, was been demonstrated and declined the motivation of employees, which required an immediate solution. (Layman, E 2011) The reformed organization provided job enlargement of mirroring task at the same lever, job enrichment of task at a higher level of skills, responsibility, and accountability, and employees rotating jobs at the same level. (Layman, E 2011) In addition, to employee recognition for high level of performance, which are all incentive to increase motivation at the organization. The realignment at HIS Department could be altered by the slightest change could misalign, which happen quite often in healthcare organizations. Moreover, this has been proven with the demographics area affected the case mix at HIS Department due to the increase of Medicare and specialized knowledge or coding and registries, and the addition of regional health information exchanges, state registries for various conditions, and relocations of military bases. (Layman, E