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Discuss the principles of job enrichment
Job enrichment case study
Discuss the principles of job enrichment
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Job Enrichment
Lianda Tel
BUS1101
University of the People
Job Enrichment
Based on the case study of the Health Information Services (HIS), we look into what reengineering, restructuring, work redesign, and job redesign can do for a fast changing industry.
In the re-engineering faze the higher management and leaders of the company will completely rethink how the business systems are set up. They will look at things such as mission and vision and company policies. In restructuring they look at the chain of command and maybe changing the corporate structure or culture. In work redesign, you can think of physically redesigning where people sit in the office space to work processes and procedures. Finally, in job redesign they look at individuals and add, change or lessen
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On the other side of the coin, we find the negative side effects if the implementations don’t go over as well. If workers become over worked due to the added responsibilities as an effect of the job enrichment, they might forget to return emails or their moods will create a more standoff-ish behavior.
Conclusion
Job enrichment and change can be great to shake the employees awake from their boring monotone jobs. Especially if there are complaints about the repetition or lack of responsibility for employees, job enrichment can be the answer. But like any change, there could be negative side effects. If the change is not needed or wished for, job enrichment can have some negative side effects or might not work for everybody the same.
Layman, E. (2011). Job redesign for expanded HIM functions. AHIMA convention proceedings.
Retrieved from: http://library.ahima.org/xpedio/groups/public/documents/ahima/bok1_049430.hcsp?dDocName= bok1_049430
Carpenter, M., Taylor, B., Erdogan, B. (2009). Principles of Management. Nyack, NY: Flat
World Knowledge. Retrieved from the course
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The "Job Enrichment" Job Enrichment. N.p., n.d. Web. The Web. The Web. 29 Apr. 2014. The 'Standard' of the 'Standard'.
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