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According to by Elizabeth Layman (2011) case study on Health Information systems (HIS), HIS departments have been experiencing significant changes due to the implementation of electronic health records and changes in healthcare delivery systems. The paper will highlight the principles of goal setting and job enrichment applied in this case study. It will also analyze the outcomes of job enrichment and the impact of job enrichment on motivation and communication in HIS departments.
According to the case study, “Leaders can examine their departments' alignment to achieve organizational goals at four different levels. In terms of scope, from most extensive to least extensive, these four levels are re-engineering, restructuring, work redesign, and job redesign.” The constant change in health care delivery systems affects HIS departments and it trickles down to employees. According to the case study, there must be a corresponding realignment of goals to match these changes in order to prevent adverse effects on employee performance. Health information managers must perform detailed analysis before an impending change to make sure it does not result in worker overload, which can create unrealistic and unachievable goals. All job related functions are goal oriented, and thus, any change of function must be accompanied with a relative change in goal. Goal misalignment can generate added stress and job dissatisfaction. The case study suggests that goals must be influenced by a thorough examination of sector changes, organizational changes, and employees' perceptions.
Job enrichment, in this case, is being applied as a job design tool for worker motivation. HIS employees have a centralized organizational structure, which implies that t...
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...and/or development at a satisfactory pay grade. If both the latter and the former are not fulfilled, job enrichment does not lead to motivation. Job enrichment gives more control to the employee, thereby, making an organization less centralized. This means that communication can be more bilateral as it opens up employee reporting channels. An employee who has more control over the nature of their work also will have the opportunity to communicate horizontally by giving input (ideas and suggestions) about their job design to improve efficiency.
Works Cited
Carpenter, M., Bauer, T., & Erdogan, B. (2009) Principles of management (version 1.0). Nyack, NY: Flat World Knowledge, Inc.
Layman, E., (2013), Job Redesign for Expanded HIM Functions. Retrieved March 11, 14. http://library.ahima.org/xpedio/groups/public/documents/ahima/bok1_049430.hcsp?dDocName=bok1_049430
Sachs, A. (2010). Management, Plain and Simple. Time, 175(15), Global 4. Retrieved from Academic Search Complete database.
In addition to feedback, goals have been found to be more effective when they are tied to employee evaluations. The results of employee evaluations typically carry great weight when it comes to raises, bonuses, and potential advancement. Tying these types of rewards to successful goal completion also improves performance and increases goal commitment among employees (House, 1971). Incorporating deadlines to specific goals is also attributed to elevated performance levels. The motivation levels of the employee increase to meet goals within set deadlines and receive positive feedback (Lunenburg, 2011). As organizations focus on employee satisfaction and motivation, goal setting will remain an important aspect of management practices. In today’s economy, organizations are competing for top talent and ensuring employee satisfaction among job tasks is an important piece of talent retention.
Walston, S. L., & Chou, A. F. (2006). Healthcare restructuring and hierarchical alignment: Why do staff and managers perceive change outcomes differently? Medical Care, 44(9), 879-889.doi:http://dx.doi.org/10.1097/01.mlr.0000220692.39762.bf
What job re-design opportunities are available to foster a healthier and more productive workplace? In order to answer this question we adopt job and work design theory that will analyze her role and provide tangible solutions. The following three ¡®Job Design Approaches¡¯ will be explored: 1) Job rotation 2) Job enrichment 3) Teamworking.
While motivational and job satisfaction theories can help employers or leaders to gauge what motivates their employees, it is impossible for them to be used to explain all motivating factors. By analyzing these theories, it is possible to understand their basic concepts, and see how they can be an advantage in motivating their employees to the best possible outcome for the
Ghillyer (2011, p. 228) stated the importance of motivation is a factor that influences employee performance on the basis of their usage of their full abilities. Management professor Robert N. In this visualization, managers tend to put employee satisfaction as the basis of organizing strategies to improve employee motivation and compensation. This normally results to higher performance and less problems. Hence, following this issue as a base, more motivational theories have been introduced.
Some of the things that companies could do to improve job satisfaction for example, would be to identify when an employee is bored on the job, address it, obtain feedback from the employee for ideas to make their job more interesting and challenging. This would allow a leader to assist this individual in designing different ways to perform duties or depending on individual’s future career goals and performance level, may need more responsibility or promotion in order for the employee to maintain job satisfaction and retention with t...
Stephen P. Robbins and David A.Decenzo, Fundamentals of management: essential concepts and applications (USA: pearson prentice hall, 2003), PP.13-14.
Communication between employees and management is much higher due to the fact the employees feel that they are trusted to do their job in a manner that is suitable to them. This will encourage them to share information with the leader because of them being more satisfied in their situation. The performance reports also open the lines of communication by allowing the employee and manager discuss any particular issues that may have impeded their progress, as well as looking at where the employee may be excelling and allow them to move into a high position. Logging and tracking daily progress will also allow the employee as well as management to see how much work is getting done, without having to directly report to the manager (Layman 2011). This will help the employee re-think what they should focus on at certain hours of the day that appear to have a lag in production. Job enrichment has motivated employees to take control of their work in a manner that suites them and makes them want to do better. Knowing that they have more freedom, but at the same time having to log what they are doing will help keep them on the right
Based off of the gratification an individual contains towards their work is job satisfaction. The productivity could either be positive or negative while the relationship between the productivity and satisfaction may not be consistent. There are multiple internal and external factors of job satisfaction that can impact the behavior of an employee and engagement over time. The way the worker’s attitude concerning their field effects the performance they perform on a daily basis. One who is satisfied with the job they maintain, succeed at what they do. “It is therefore imperative for a company to understand the attitude of its workers and measure the job satisfaction of its employees, as job satisfaction is essential for productivity” (L. Bradshaw
December 2009). Researchers from various organizations unequivocally agree that managers can use an employee’s intrinsic motivation to gain the maximum output from that employee as well as support the employee in achieving his personal career goals as stated by (George N. Root III 2016). According to (Thomas, K) managers should help their employees understand self-management process that involves four steps to increase intrinsic motivation. Those steps may perhaps be nominated as a sense of meaninglessness, of choice, of competence and as a sense of progress. One of the successful strategies that managers can take into consideration is to clearly define strategic visions and goals set by an organisation. Moreover, by providing a broad vision of a company, managers demonstrate a warm sense of meaningless for an employee that makes him feel like there is an opportunity for him to accomplish something of real value, something that matters in the big picture as said by (Thomas, K 2009). In addition, Managers should make employees feel like their job is a choice, not a requirement in order to encourage employees to demonstrate intrinsic willingness to perform better. Nevertheless, some organisations emphasize that managers can experience numerous issues in increasing intrinsic motivation. For instance, an intrinsically motivated employee will only be able to do the particular task depending on “interesting, challenging, and has personal meaning based on the satisfaction they receive from performing the activity itself” (Giancola, 2014, p. 25). Essentially managers would face issues with increasing an employee’s performance when an extremely vital task has been assigned to the employee that has no interest in undertaking the given task. Although In my mind,
Robbins, S. P., & Coulter. M. (2014). Management (12th ed.). Retrieved from: Colorado Technical University eBook Collection database.
Information and Communications Technology (ICT) is reshaping the health care system in the United States at an accelerating rate. In earlier times US Healthcare system was more focused on intervention of diseases, but now it is moving more towards preventive approach and I see Health IT as the most important tool that can lead this change. I strongly believe that my professional goals, range and depth of my experience and knowledge is an asset and my enthusiasm for the field makes me an ideal candidate for the Master of Professional Studies in Technology Management (Health Information Technology) program at Georgetown University.
Essential changes in the world of management are being experienced in an arbitrary routine. To muddle through such changes, prominence is laid increasingly on individual proficiencies and outcomes. Changes experienced in technology and organization structures at work in recent times require managers and alternatively top officials to improve on their interpersonal skills, and the ever increasing significance of the customer leading to an explosion of practices, techniques and principles that work (Allison, 2006). However, the modern world of management falls short of maintaining an economically favorable balance of productivity against loss costs. Arguably, the most effective albeit most neglected means of motivation requires only occasional genuine demonstrations of management concern and interest coupled with the provision of remedial or corrective actions. In the management world, motivation may be used to refer to the entirety of psychological motives that inducts and directs an employee's behavior in the direction of a goal or objective where the attainment and accomplishment of the goal is equivalent to meeting a need or necessity felt by that person (Certo et al, 2006).
In the article entitled, “Job Redesign for Expanded HIM Functions, the author, Elizabeth Layman covers some very interesting points regarding goal setting within a company and the means by which these goals can be accomplished. In this particular case study, the area of Health Information Services (HIS) is covered. In the health care industry, especially in the Health Information Services (HIS) field, changes are continually taking place. Changes, especially with electronic health records, are now being incorporated into the medical industry in hopes of better serving patients as well as stream lining the work within the healthcare workplace. This is designed to promote more efficiency, as well as privacy for the patients. In order to