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The Importance Of Job Enrichment

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Industries are constantly changing with the times. In health information services (HIS), the professionals are encouraged to work harder because of the changes in the health care delivery system. This isn’t the best solution, however, since working too hard is the biggest contributor to stress for these employees. An overload of work can occasionally be tolerated in severe circumstances, but overall it cannot be a part of their daily working lives. Instead, working smarter appears to be the more ideal solution. Management can redesign jobs in order to assist in implementing smarter work habits. (Layman, 2011).

This can be a time consuming desire for the leaders of the department and goals can be applied to get the redesigning
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The risk of this is work overload. With job enrichment providing additional tasks to employees, it could actually cause them stress rather than acting as a motivator. (Layman, 2011).

The goal of developing employees also involves the action of job enrichment, as this can offset boredom and mediocrity. The risks associated with this include risk management expressing concerns around licenses and credentials, and human resources’ concerns regarding pay grade. Job enrichment implementation in the department may also prevent delays in decision-making. There are many new jobs and roles entering the HIS departments and managers are to integrate them into their departments. (Layman, 2011).

The outcome of job enrichment in the HIS departments may not be noticed immediately as it may be added in increments, such as a slow increase in the number of emails they receive daily. Some changes were noticed right away, such as the HIS departments suddenly receiving and working with responses to queries during the implementation of their Recovery Audit Program. The outcome of job enrichment leads management to modify the department’s work over time. Because some of these changes are very minimal at a time, the work modification may not be obviously noticed by the department leaders. (Layman,
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