Case Study: Job Redesign For Expanded HIM Functions

In the “Job Redesign for Expanded HIM Functions” case study, the organization redesigned work and jobs for a more efficient workplace culture. The company set organizational goals to achieve the desired redesign. Leaders of their departments were asked to break down these goals into four different categories - 1)Re-engineering, 2) Restructuring 3) Work design and 4) Job design. As defined in the case study, “Re-engineering is the process of rethinking the business and systems of an organization or department. Therefore, in re-engineering, leaders scrutinize mission, structure, and policies. Restructuring is changing the organizational structure, such as reporting lines or the composition of functional units. The purpose of restructuring

Otherwise, the employees’ would exhibit boredom, make careless errors, tardiness and absenteeism rise, and have the staff experiences low morale. Additionally, managers and directors would focus on employee development and increase autonomy to improve employee skill level and lack of morale.

The healthcare field is complex. The outcome of job enrichment is difficult to measure. Nevertheless, “The purpose of these actions is to offset the monotony of routine tasks in bureaucratic or batch environments. Offsetting monotony is often thought to motivate employees. However, rather than monotony, employees most often mention work overload as a stressor. Job enlargement and enrichment both add tasks.”

Managers and directors can use concepts from organizational structure to address these problems. In the case study, there are fourteen proposed solutions for each factor. Out of these problems, tools were invented to identify, analyze and generate solutions. These tools relied on data collected by employees, supervisors, managers and directors. Tools like the Periodic review of work processes, performance reports, job satisfaction survey and much more provide a collaborative effort to solve