...Change and Culture Case Study II Phyllis Parker University of Phoenix Change and Culture Case Study II The new merger between Park Care Hospital and Central Hospital now known as Park Central Hospital has provided quality care for the community since its beginning six months ago. However, since there has been a significant reduction in the workforce a new design for patient care delivery is needed. A redesign of the universal worker may be an option for Park Central. Other options need to be examined in hopes that a new delivery system of health care can be provided for the growing community. Quality care and team-work will be the cornerstone of Park Central. The universal worker is a person who is cross trained in many job departments and can provide coverage to another area in the hospital to alleviate staffing shortages. Universal workers in an assisted care facility are certified nursing assistants who provide personal care and services, and also facilitate other needs of the client (Jenkins, 2008, p. 4). Beginning The Process of Job Redesign As the nation’s largest group of health professionals, nurse’s roles are constantly evolving. They play an important role in the delivery of quality and cost effective health care. Since we have nursing shortages, traditional systems of health care delivery cannot be sustained. Reports have highlighted the underutilization of health care professionals (Fyke,2001;Mazankowski,2001; Gieni; ACHHR,2002). As a result of focusing...
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...with a competing organization, administration initiates a significant reduction in force and makes a decision to redesign patient delivery. The administration’s first job redesign recommendation was that of a universal worker, but the universal worker delivers different support services. The administration is aware that this support model has failed when implemented in other health care organizations, but the administration still wants to redesign patient care delivery. The manager that is in control of redesigning patient care delivery has a job to do. The manager will begin to process the redesign job and needs to consider all staff, not just the universal worker. Work processes and performance expectations must be considered once the job is done. Steps and structures will be put in place to make the health care organization a true learning health care organization. The manager in charge of the redesign job will encourage workers and managers to adapt and excel in spite of the changes. The intra-organizational and inter-organizational communications that must occur to implement the job design changes can be planned and controlled. Additionally, the manager can ensure job satisfaction with the position. Process of Job Design Managers who redesign patient delivery needs to look at internal and external data. According to Coulter, business processes, job definitions, organizational structures, management systems, measurement systems, values, and beliefs need to be...
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...be a need to redesign and redirect nuisances, task, and job performance measures. The merger between Health care Facility A and Health Care Facility B was initiated six months ago. The merger created the Open Health Care Facility. This facility was forced to eliminate jobs because of duplicate positions and job responsibilities. Each health care facility contributed their own area experts in all fields and to align the staff with the budget allocations, staffing was reduced tremendously. There have been changes in the organizational structure, changes and enhancements in processes and production, and changes in the quantity of staff members. The newly structured administration sees a need for a redesign of patient care delivery because of all the changes and enhancements implemented. A suggestion was made to use the universal worker concept. Consider the words universal worker in a health care facility. This could mean that one person is capable of doing all task in every position and department. Can you say “burn out”? Burn out of employees could be one reason why the universal worker model often failed in other organizations. This paper will address an effective method of job redesign, why universal workers will not be effective, and what other work processes and performances must be considered when electing to redesign patient care delivery. In order to effectively redesign patient care delivery, administration must analyze the effect this redesign will have on...
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...force and tasked management to redesign patient care delivery; this includes the introduction of universal workers. A committee developed to assist in this process recommends transforming RCHS into a learning organization to encourage workers to adapt and excel despite the changes. After presenting past studies where this model failed when implemented in other organizations, administration charged management with making redesign and universal workers a success at RCHS. This task brings about many challenges: how does management begin the process of redesign? What work processes and performance expectations must be considered once the design is completed? What structures will management put into place to turn RCHS into a true learning organization? Additionally, what plans will be necessary to control the intra-organizational and inter-organizational communications that must occur to implement the job redesign changes? Finally, how can management ensure individual job satisfaction for the universal worker position? Implementation of Job Redesign The RCHS senior management team decided to redesign the job of nurses and implement a universal worker to assist in support services needed for patient care delivery. Nursing positions were redesigned to “that of a care manager who directs the processes of care for the patient during the acute care episode and beyond” (Coulter, 1997, para. 11). According to Sharon Coulter’s article “Redesign Not Downsize,” moving nurses...
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...individual patient care. The work that nurses are hired to do is not that well understood, even by educators that are members of today’s nursing society. There is a vast gap in what the public thinks skilled nurses actually do. This reason alone is one of the causes of the nursing shortage that is happening. The nursing shortage also includes: (1) poor working conditions, (2) inadequate resources for nursing research and education, (3) nursing workforce aging, (4) women having expanded career options, (5) nursing predominantly females, and (6) complexity of health care and technology. Another factor added to the shortage is due to the way colleges and technical schools choose certain applicants that are admitted in the nursing programs. Many jobs would prefer an applicant have experience, but if someone is just getting out of school, they should count their clinical as some experience and consider all...
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...Downsizing during Economic Downturn among Selected Companies in Malaysia Junaidah Hashim* and Anizah Abu Bakar** （received September 2002;revision received November 2002 ;accepted January 2003） This paper examines the organizational strategies and the effects of corporate downsizing in Malaysia. It reports the results of a survey of 30 Malaysian companies that engaged in downsizing during the economic downturn. Three research questions are probed: 1) What are the general strategies used by companies to downsize, 2) What are the difficulties faced by companies during downsizing implementation, and 3) What are the impacts of downsizing on organizations. The findings show two main strategies are used for downsizing: work reduction and work redesign. The most serious impact of downsizing is organizational ineffectiveness. Keywords: Corporate Downsizing; Malaysia; Economic Downturn 1. Introduction The Asian economy downturn occurred recently is probably deeper and broader than many previous economic downturns. As a result, big organizations began actively trimming corporate staff, slashing management layers in addition to widespread cutbacks and lowering cost to give value to the customers. The assumption underlying organizational performance and effectiveness in the last decades were bigger organizations are better organizations, unending growth is a natural and desirable work process, organizational adaptability and flexibility are associated with slack resources, loose coupling...
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...Executive summary The HRM issue I choose to write about is job analysis and design and the organisation reflected in this paper is Qantas engineering (QE) which resides under the Qantas Airways Ltd Group. Qantas has recently undergone a huge transformation with the reduction of 5000 jobs. Competition paves the way to downsizing and reorganisation changes which meant that QE was going to reduce its workforce from 500 to 180 engineers. The main cause for this reduction in engineering was benchmarking the QE organisation with engineering organisations of other major competitor airlines such as Emirates airlines, Singapore airlines and British airways, retirement of ageing aircraft, reliability and on-wing performance of newer engines / airframes due to improvement in materials and computers/ programs that simplified administrative tasks. The most significant reason was that Qantas was losing its domestic market share to Virgin Australia and this meant that Qantas had to lower its cost base in order to compete. This reduction in workforce meant that existing engineers had to be flexible & adaptable to learn and pickup engineering functions that redundant staff had been doing all these years. There was clearly a failure to analyse jobs before the transformation and redesign work in line with the new company strategic plan. Table of contents Introduction 6 Background 6 External factors 7 Transformation 7 Recommendations 9 1. Organisational management and...
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...Assignment 1 1 Job Analysis and Job Design Introduction Human Resource Management (HRM) systems consist of two major components: job analysis and job design. They have widely-differing contributions on building HRM systems attributed to the change of organizational strategy. This regards to job descriptions, specifications, and different approaches to redesigning the organizational HR systems. The implications of a boundary-less organization are examined that all context of the boundary organization is interdependent in communications, recruitment, selection, compensation and training (Fombrun et al. 1984). It also examines how environment, strategy, and organization are correlated to each other regarding to the conceptual framework for both job analysis and design of work. It initially becomes the most significant element to organizational strategy as to maximize organizational performance. This essay discuss how job analysis and design of work contribute in terms of building a more sophisticated human resource management (HRM) systems, regarding to both positive and negative outcomes from different approaches. It also illustrates the contributions of changeable job analysis in a regular basis as to fulfill the rapid-changing demand of working environment, in addition to a well-developed job redesign approach to support organizational strategy. Job Analysis and Competencies Job analysis could be categorized into job descriptions and job specifications, which ...
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...TALKING POINT PAPER ON MOTIVATION AND PERFORMANCE Wanda Teasley Assignment 2: BUS520 Leadership and Organizational Behavior Dr. Evangeline Jefferson 04/09/2015 TALKING POINT PAPER ON MOTIVATION AND PERFORMANCE * Synthesize the concept of motivation, and examine the substantial reasons why motivation is difficult to understand. * What is motivation * the driving force behind the energy needed to complete a task(psychologydictionary.org/motivation) * manner that begins, influences, and retain goal-oriented manners (psychology.about.com) * what causes us to act (psychology.about.com) * Understanding motivation is difficult * complex and hard to teach (Berry, John) * Evaluate the potential effectiveness of the model positioning of motivation, and propose at least one (1) action that the organization can take in order to apply the concept. One of the models positioning of motivation include the 5 factor model: * According to (Robins, Stephen P page 125) the five factor model comprises: extraversion, agreeableness, conscientiousness, emotional stability/neuroticism, and openness to experience. * these traits indicate to management how an individual will behave in various situations Detail the feedback control loop, and suggest one (1) way that the organization can use the feedback control loop to determine whether management’s actions are motivating or demotivating. * Feedback control loop allows...
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...are often faced with increased competition from both domestic and foreign markets. To be able to stay competitive in order to attract and retain quality employees, it is imperative that organizations have a compensation package that is valuable to its employees and stakeholders. Although between employer and employee there is an exchange of money for labor, intrinsic motivation is also a driving force which empowers and uplifts the employee to accomplish the required tasks more effectively. Extrinsic rewards such as bonus and commission are tangible rewards that companies bestow on employees who achieve set levels of performance (Resnick, 2009). According to (Deci, 2000), intrinsic motivations are intangible rewards such as inspiration and job satisfaction that employees get from doing meaningful work and performing it well. Hence, it is critical for organizations to examine and have an in depth understanding of these effects towards employee's motivation. 2. Effects contributing to extrinsic rewards Extrinsic rewards are appreciation through compensation which an organization pays to its employees for better performance, commitment and efficiency at work (Muhammad Ehsan Malik, 2010). Extrinsic reward is highly related to company policies and administration, supervision, interpersonal relationships, working conditions, salary status and security (Herzberg, 2003) (Gkorezis, 2008). Other example of extrinsic rewards are financial rewards, training, promotion or advancement opportunities...
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...Kerrie Peterson works for a Fortune 500 company named Access. She is currently a General Manager (GM), over the corporate leading business unit. Each GM was asked to cut back their operating cost and Kerrie agreed to set her goal to 15 percent, during a quarterly financial review planning session. She was confident about meeting the 15 percent goal, but the challenge was getting her senior manager on board with the ideal. Kerrie called a meeting for her senior management team, to inform them of the changes. Kerrie stressed the fact that by their department being the largest department they must join this effort, in order to meet the goal for the greater good of the company, (Lester & Parnell, 2007, Case E). As general manager, Kerrie wanted to analyze how this change would affect personnel. She divided the work flow within her department in order to meet goals. Kerrie also wanted to establish a sense of cohesiveness amongst her management team and develop a better communication process. Within this case we where able to understand how management principles are implemented in the daily work flow of management. Henri Fayol, a French manager proposed 14 principles of management skills as guidelines, in which individuals in management can be taught. Principles that really stood out within this case was as follows; Unity of direction, Kerrie knew that each department within her unit had their own objectives, but the final product is to work toward one objective for the corporate...
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...Job Redesign and Workplace Rewards Eric R. Taylor PSY/320 January 26, 2012 Eshanda James Job Redesign and Workplace Rewards Working in today's business has positive and negative rewards. People normally focus on the positive rewards. This is the reason why people tend to stay in his or her job for a long period. Rewards can create motivation to people, and it can also cause workplace disparate to the group. Workplace rewards are typically set by the company standards and regulations. One important thing about rewards is it should also come from job positions. Some companies redesigned its job positions to accommodate this type of incentive. Company’s designed lower level position to offer rewards to employees. This makes it easier for upper management to stay neutral in the rewards process. Doing this gives coworkers an opportunity to recognize each other for his or her job performance. When a company look at ways to motivate his or her employees. The company must focus on job descriptions and responsibilities. Employers need to give power to its employees and trust the decisions made by the employee. At Oshkosh, employee’s job positions revealed little meaning, the reward program was nonexistence, and positions held by employees had no clear goal on how to function in the workplace. With this going on, the company failed in motivating employees. This made the workplace just a place to get a paycheck. Oshkosh needs to redefine job positions and make sure all employees...
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...link between job satisfaction and work performance. This research shows modestly positive correlations with productivity, absenteeism and labour turnover. These correlations tend to be stronger among white collar workers. It is still largely unclear to what extent satisfaction effects productivity or vice versa. See Scheme 1. There are different claims about the effect of happiness on productivity. Some think that the enjoyment of life will produce involvement and smooth interaction, thus boosting productivity. Others rather expect that happiness will reduce the motivation to seek improvement and make them passive and dull. There is no research on the effects of overall happiness or life-satisfaction on productivity. However, there is a lot of research on the relationship between job satisfaction and work performance. Job satisfaction is quite highly correlated with overall happiness, and can be looked at as one of its main components. Hence the results of the available research data are at least suggestive in this discussion. The Human Relations movement, of Elton Mayo and others, believed that job satisfaction had beneficial effects, including increased work performance (Argyle, 1988). Let us consider whether this is in fact the case. Do satisfied workers really work harder? If they do, is it because they are satisfied or vice versa? Measuring job satisfaction How can job satisfaction be measured? The most widely used measure is a very simple one. Overall job satisfaction can...
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...Question 1 Describe a task that you’ve done recently for which you exerted a high level of effort. Explain your behavior, using any three of the motivation approaches described in this COURSE. Motivation is essential to almost any aspect of life. Nature has an intrinsic motivation; it does what it does in and out of itself, without further reflection. There are few humans on this planet who do not question or reflect on their motivation for certain tasks every day. And yet, it is such an underdeveloped field of research. There are many theories, but from their diversity we can gleam their inability to capture the complexity of human motivation in a simple, natural way. Kleinginna et al. (1981) suggested that motivation can be referred to those energizing/arousing mechanisms with relatively direct access to the final common motor pathways, which have the potential to facilitate and direct some motor circuits while inhibiting others. The mechanisms sometimes may influence sensory input and analysis as well. Kleinginna et al. (1981) recognized at least two obstacles to acceptance of a restrictive definition; first, the specific physiological mechanisms are difficult to identify completely and second, the non-psychologist commonly uses the term motivation in the all-inclusive sense. Wikipedia define motivation as the activation or energization of goal-oriented behavior. Motivation may be intrinsic or extrinsic. [...] According to various theories, motivation may be rooted...
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...and Culture Case Study Two The basic principle in designing jobs is to create jobs that employees enjoy performing because the job is naturally appealing. There are several ways to which designing jobs can be performed efficiently, pleasant, and enjoyable ("Designing jobs that motivate," nd). There are five important job dimensions, skill variety, task identity, task significance, autonomy, and feedback ("Designing jobs that motivate," nd). A learning organization is one where employees continually expand their abilities to create desired results (Smith, 2001). Designing jobs must start with the review of information views. Systems thinking are the theoretical framework which provides information to help understand factors that are involved in change allowing for clearer understanding of how to facilitate the process (Smith, 2001). With organizations facing falling reimbursements and climbing costs for services, they face the hard decision of doing more for less. Process of Job Design The redesign of an organization has several steps. The first step in the organization design process is designing principles that would be applied to certain situations ("Application of principles," nd). The ideas surrounding the first step are skills, abilities, needs, and motivation. The design team will help to formulate an acceptable model of the employee behavior ("Application of principles," nd). Job enlargement is when the number of tasks that an employee performs is...
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