Health Information Services Job Redesign Case Study

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Health Information Services Job Redesign Case Study The departments and organizations that deal with Health Information Services are undergoing two levels of change. There is the ongoing incremental change which is typical of most health care and information related industries. The second is the growing use and implementation of electronic or "eHealth" records. These two factors contributed to the need for realignment and reorganization for the HIS departments and prompted many studies between 2009 and 2011 that attempted to define the current roles of employees and identify areas where new roles will be needed. The case study presented a unique acronym "DESIGN" which stood for:  Detect, monitor, and collect data related to indictors of change that have the potential to affect the sector, organization, or department.  Enlist superiors, human resource staff, and employees on the potential for redesign.  Secure additional data, decide the extent of the realignment, determine the objective measures of achievement, and initiate plans for redesign.  Identify potential barriers to redesign, devise solutions and contingency plans, and obtain clearance for issues related to human resources.  Get feedback from superiors, human resource staff, and employees. If positive, implement realignment.  Note effect of redesign and notice contributors to success and celebrate both with public recognition 2015‐12‐30, Wordcount: 835 Note that the first letter of each word on the numbered list corresponds to a letter in the word DESIGN. This is an interesting development to help the managers of HIS departments engage in the job redesign and alignment because there was not an organization wide coordinated effort rather the directive for ea... ... middle of paper ... ...complete the task as there is no defined end date that a manager or director would be accountable for. The HIS created a comprehensive list of the risks and how to address them of excessive job enrichment. They suggested many solutions such as but not limited to:  Introduce variety;  Increase task identity;  Increase feedback;  Reduce supervisory load. The use of the DESIGN principle gave HIS managers tools to assess the impacts of the changes to job roles and address some of the key risks to organizational balance. In the end the managers of the HIS departments needed to use hard organizational structure changes along with the soft human factors to engage in their transformational initiative. The feedback loop set up for employee engagement and management assessment meant they positioned themselves for success and to quickly correct errors in implementation.
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