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Job Redesign

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Introduction
Job redesign is the alteration of a given (specific) job with the intention of increasing the on-job-productivity of employees as well as their quality of work experience as noted by Hackman (1975,p.4). Slocum (1981) on the other hand described the process of job redesign as the deliberate and yet purposeful planning of a given job and includes all of its social and structural aspects as well as the effects of these aspects on the employee. Mergers can have profound effects on the design of organizations. Certain changes may occur within the administration while other may occur within the general organizational workforce structures as well as organizational processes. There may be a need for the managerial positions to be simplified with the truncation of the redundant management positions. Some organizational functions may also need to be merged or even adjusted. As a result of politics as well as economics, there would be a need for service line assimilations during the merger. Additionally, there would be a need for the optimization of medical as well as operational procedures. The standardization of the clinical, information technology, business as well as clinical programs can be necessary for the increasing of the quality of the patient care as well as safety. This can also help in the improvement of staff as well as physician satisfaction as noted by Betka, & Mengwasser (2009).
How to begin the process of job redesign
The process of job redesign begins after a careful evaluation of the job to be redesigned as well as the expected quality of work life (Slocum, 1981).A consideration of Taylor’s (1911) view of job design indicates that a series of activities must be carried out in order for the job redesign to yield a productive workforce. According to Taylor (1911) the job to be performed must be scientifically studied in order to determine

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