Job Redesigning - Case Study Example

? Change and Culture Case Study 2: Job Redesigning Introduction The following is a discussion on how to redesign a job within a health care organization, which has just merged with a previous competitor in a bid to increasing efficiency, effectiveness, and reduce the level of competition. In this paper, the process of carrying out job redesign is explained while also providing and evaluating processes and performance expectations that must be considered once the design is completed. In addition, the paper focuses on steps and structures developed by Peter Senge that should be put in place to make the newly formed organization a true learning organization hence encouraging workers and managers to adapt and excel in spite of the changes that are on-going with the recent being job design. Planning and controlling intra-organizational and inter-organizational communications that must occur to implement the job design changes as well as enhancing the management to ensure individual job satisfaction for this position also form part of the discussion. Job Redesigning Overview Job redesigning may be defined in different ways as long as the element of restricting is present. In this paper, job redesigning is referred to as the process of restricting various job elements such as tasks, duties, powers, and responsibilities amongst others in a bid to making it more inspiring, motivating, and encouraging for employees who will be given the position. Job redesigning is usually a collection of activities that achieve the restructuring objective. Some of the activities included within job redesigning include revising, altering, reshuffling, reforming, and analyzing all the contents of current job while creating and developing new contents (Edwards, Scott & Raju, 2003). One of the driving forces to job redesigning is creation or development of contents that match the right employee for the right job thus enhancing attainment of maximum output from the same. Process of Job Redesigning In order to effectively and efficiently accomplish objectives and aims of job redesigning, there are specific processes or procedures that an organization or any in-charge should follow. Nonetheless, it should be noted that these processes are just a guideline to performing job redesigning (Hales, 2001). Job redesigning may different from one organization to another and from one job to another as well. The following are the processes and procedures that most organizations follow in the redesigning jobs: I. Revising the Job Content: The first step in job redesigning is collecting and revising information relating to the job in question. One reason why there is need to collect and revise such information is to establish and evaluate any inconsistencies within the current job that warrants job redesigning. In addition, this process aims at finding proof and evidence for redesigning. II. Analyzing Jon-related Information: Once information regarding a particular job is obtained, there is need to carry out an analysis that aims at establishing the need for redesigning. Analyzing existing and identified job discrepancies will provide a vista and direction to understanding how a particular job is to be redesigned. III. Altering the Job Elements: Redesigning as identified earlier on is involved with alteration of its elements in order to achieve some specific objectives. From the identified and analyzed discrepancies, the in-charge will be able to identify the various elements requiring restructure. After such elements are identified, the third step is to engage in alterations to achieve desired objectives. IV. Reforming of Job Description and Specification: With the newly developed and altered elements, the redesigned job will demand another set of specifications and description that is different from the previous one. It is therefore important that the job description and specification be revised and reformed in order to conform to the new elements. V. Reshuffling the Job-related Tasks and Duties: After the job descriptions and specifications have been reformed, the last step in job redesigning is reshuffling of the tasks and duties of the new job. Since the newly redesigned job has elements, description, and specifications that are different from the former job, there is need to have the various tasks and duties reshuffled. Work Processes and Performance Expectations after Redesign The main aim of redesigning a job is to enhance performance of the employees by making the right job for the right persons (Hodgetts & Hegar, 2011). In this perspective, there are work processes and performance expectations that should be considered while redesigning a job as in the case of redesigning a job to have a universal worker within the newly created health care organization after the major (Rothwell & Kazanas, 2011). Once the job redesign is completed, the in-charge and organization must consider some of the following work processes and performance expectations: Need to have new resources in the form of tools and equipment that will be required for the newly created job. Availability of personnel with such relevant skills to perform the newly created job. Expenses likely to be incurred in training and individual to take up duties, responsibilities, and roles defined in the newly redesigned job. Challenges that a new individual is likely to face while performing the duties, responsibilities, as well as roles of the newly redesigned job. Efficiency enhancement of the job later especially during performance appraisal Impact of the newly redesigned job on individual worker as well as the overall organization taking into considerations that it is a new health care firm resulting from the merger. Steps and Structures enabling a learning organization Peter Senge in his article identified various steps and structures that an organization can put in place in a bid to creating a true learning organization thereby encouraging workers and managers to accept, adapt, and excel in spite of many changes for instance, the redesigning of job identified earlier on. Senge (1990) defines learning organizations as those that provide vistas for continuous expansion of capacities aimed at creating results. Some of the steps and structures that the organization can put in place as proposed by Senge to a bid to making the organization and its stakeholders perform effectively in spire of changes include: Enhancing team work through creation of teams within the organization this is because individuals would always want to be associated with great teams. The organization must therefore encourage participation of individuals in teams whilst providing targets for every team and making sure that they compete towards being the greatest team. There is need to create environment for both adaptive and generative learning through enhancing systems thinking, personal mastery, mental models, building shared vision, and also team learning as mentioned earlier on. The organization must recognize everybody within the firm together with the efforts placed in building the newly formed entity whilst attaining set objectives and aims of the firm. Intra-organizational and Inter-organizational Communications Intra and inter organizational communications are vital for enhancing performance and productivity whilst also providing vista for generative learning. The newly formed organization should provide a flexible and social environment where there is free flow of communication hence planning and controlling the same (Rothwell & Kazanas, 2011). In addition, the newly formed health care organization should embark on creating and defining the hierarchy reporting levels and standards, which will provide a room for controlling and planning the intra and inter-organizational communications (Edwards, Scott & Raju, 2003). It is important to note that through hierarchy of authority, unit of command, as well as chain of reporting will help the organization to plan and control such forms of communication. Every employee should know and understand the reporting standards and procedures within the organization hence enhancing efficiency in the same. Individual Job Satisfaction Some of the ways through which management can ensure job satisfaction in respect to the newly created redesigned job include: Providing the new employee with skills and knowledge on performing the roles, responsibilities, and duties of the position through training. Creating understanding of the job specifications, descriptions, and duties. Providing required resources in terms of tools and equipment that will aid in performance. References Edwards, J., Scott, C. & Raju, I. (2003). The human resources program-evaluation handbook. Thousand Oaks, CA. Sage Publications. Hales, C. (2001). Managing through organisation: The management process, forms of organization, and the work of managers. New York, NY: Cengage Learning EMEA. Hodgetts, R. & Hegar, K. (2011). Modern Human Relations at Work. Mason, OH: South-Western Cengage. Rothwell, W. & Kazanas, H. (2011). Mastering the Instructional Design Process: A Systematic Approach. New York, NY: John Wiley and Sons. Senge, P. (1990). The learning organization. Retrieved on March 26, 2012 from http://www.infed.org/biblio/learning-organization.htm Read More