Principles Of Job Enrichment: Health Management And Information Management

809 Words 4 Pages
The use of electronic health records and the constant change in the organization and activities of health care delivery affected the level of health service offered by the health information service department. It cause advert effect in the level of hard work offered thereby causing undue stress which in turn yield little or no result in terms of job satisfaction. The following approaches were applied in the process:
Principles of Goal Setting: The principles of goal setting is applied by stating the needs for hardworking with little or no stress. The major aspect of the analysis of redesign HIM
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To redesign behavior and context in a concise format to generate solution.
Principles of job enrichment: The two basic goals of job enrichment which was applied to achieve effectiveness and great motivations were leaders centered and employees centered. These two summed to make the inherent desire of health department work in ideal and corporate environment to obtain success. Leaders assess the department level of performance on re-engineering, restructuring, work redesign, and job redesign. The process of re-engineering means to reshape the mission, structure and policies. This means adjusting the organization structure such as the reporting channels and communication medium which increase the organization efficiency and cost effectiveness.
In redesigning, the link and arrangement of tasks of a job is changed by modification. In HIS Department, work varies directly with time in flow and scheduling. The gradual type of increment may be imperceptible to health information leaders. It is the responsibilities of managers and directors to regularly assess work for alignment with current
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The demographic changes affect the HIS Department work by increasing the number of Medicare cases or by requiring specialized knowledge in coding.
Employees’ perceptions: The employees’ attitude and view on the work jurisdiction and duty pose a challenge for realignment. Typically of these indicators are determined by employees’ performance or motivation. The level of engagement and sense of duties showcased indicated a serious need for realignment. Some performances like carelessness, low productivity and diminished qualities are indicators for change. Change in employees’ work attitude and perception is a clear is a clear demonstration of the motivation level of performance.
The factors examined: The three factors which affect alignment are hard, soft and context. Hard factor determines the organization structure and theory. While the soft effect motivation and organizational behavior, context examines the effectiveness of the soft and hard through comparison and contrast to apply the more appropriate one. The principles of organization structure include specialization, departmentalization, and unity of command and line of

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