Job Redesign in Change Management

Job Redesign

Functional flexibility is a concept that advocates job redesign as a method to improve organizational performance. “The re-organization of work and the redeployment of staff associated with the implementation of functional flexibility are likely to have significant implications for the employees and managers involved” (Desombre, 2006, para. 1 [1]). Job redesign will focus on enhancement of services through a holistic approach by increasing the number of skills to a job description and reducing the number of employees required to fulfil all tasks.

Collection of Information

Successful redesign of a job requires the person assigned to the task to collect all available information on the current job and work environment (Hayman, 2008 [2]). This task includes current job descriptions, documents pertaining to the different tasks assigned to the job, databases, minutes of meetings, duty rosters, employee behavior, and outcomes of tasks. Another important aspect of this preparatory phase is observation of workers during their daily routine. Movement and work studies provide valuable information on the workflow and productivity of staff members in their current roles. Observation of interaction between employees among themselves and with patients and associated activities provides good insight of the efficiency of the current job specifications. Meetings with staff and informal conversations about their expectations of the job are good sources for planning job redesign.

Job Analysis

Job analysis is the process of considering all the aspects of the new or redesigned job by breaking it down into job elements, the level of autonomy of the worker, the knowledge, skills, and abilities required to perform the job, and the behavior required from the employee (“Job Analysis, Design, and Evaluation,” 2004 [3]). The job analyst considers physical abilities required to perform the newly designed job as well as all the individual tasks necessary to complete each job function, which in turn relates to a specific outcome.

Other Factors and Job Redesign

Work environment.

The job analyst considers and evaluates the current work environment, the proposed work environment of the new job, and the psychological impact of these changes. The changed job will affect organizational culture, interrelationships between workers and the relationship between the worker and supervisor (Ingersoll, 2002 [4]). The physical environment may also change when the employee performs tasks in areas that he has not worked before.

Socio-technologic environment.

The new job may involve new work groups and technological components unfamiliar to the worker. The job analyst analyzes the potential impact these changes may have on the perceptions of the employee and co-workers in the new environment, and adjusts specifications to the job design that will enhance the smooth interaction.

Cross training and skills set.

Job redesign implies additional skills required for performing the job. Comparison of the current skills sets as determined in the job analysis and the skill required for the new job, provide information on required training for the employee. The designer of the new job must consider the length of time and basic requirements for training in the scope of implementation of a new job. The job analyst gives careful consideration to the abilities of current employees to master the additional skills required successfully.

Workload.

Job redesign is often the product of improving productivity and efficiency of workflow and quality in the organization. Theoretical planning results in a grouping of skills and tasks that may fit together perfectly, but the job designer has to consider workload. The intent of the new job is to improve workflow, without making the outcomes impossible to reach because of an unmanageable workload.

Work Processes and Expected Performance

Job Evaluation

The organization evaluates the newly designed job in terms of education required, level of responsibility of the employee, working conditions and the skills required to perform the new tasks (“Job Analysis, Design, and Evaluation,” 2004). Job evaluation results in the hierarchical ranking of the job in the organization and could lead to salary adjustments.

Motivational Factors

The job analyst will develop processes to evaluate the possible impact of motivational factors on job satisfaction or dissatisfaction and ways to manage these factors after implementation of the new job. The application of a motivational model such as Maslow’s Hierarchy of Needs will improve the rate of success (Liebler, 2008 [5]).

General Work Processes and Performance

The organization must carefully consider all processes involved in migrating employees to a newly designed position. Training sessions for new skills, orientation in the new environment, performance evaluations throughout the implementation phase, and good communication with the employee are extremely important for a smooth transition. The job designer must develop in- process and outcomes indicators for all the processes associated with implementation of the new job. Processes must include the impact of new jobs on the organization and on co-workers who have to interact with the employee in the newly designed job.

The Learning Organization

The changes proposed through redesign of jobs can cause stress in an organization. The management of the organization can reduce stress and make employees and different levels of the management structure much more adaptable and flexible to adjust to change, but implementing and promoting the principles of a learning organization. Peter Senge describes the principles of implementing a learning organization (Smith, 2001 [6]).

Systems Thinking

Systems-thinking is the process of focusing on the whole, rather than the individual parts and encourages the employee and organization to consider the interrelations between various functions. A health care organization is a combination of dynamic processes and tasks that integrate to provide a good outcome for patients. Job redesign must focus on the whole system and not just the individual tasks performed by an individual. Once employees see the bigger picture and how the new design fits into the whole system, understanding will improve and encourage all staff to embrace change and achieve success.

Personal Mastery

Just like the organization must focus on systems and the whole, so must management encourage employees to look at themselves and continually develop toward goals and purposes they choose. Personal mastery can enhance the individual’s sense of achievement and expansion of personal vision. Personal learning forms the building blocks for organizational learning and expands individual capacity.

Mental Models

Each individual has a mental picture and deeply engrained perception of the organization and world. The principle of learning teaches individuals to look at their surroundings with an open mind and to expand their view and perception of the world. An employee who masters the concept will be able to reshape actions and decisions and enhance the process of improvement and change.

Building Shared Vision

Employees who embrace the idea of a learning organization and open their minds to new ideas and systems thinking will start to understand the purpose and destiny of the organization. Through open communication with colleagues and management and good guiding principles provided by the organization, employees will build a shared vision for the organization. The organization will collectively work toward achieving the goals set out by leadership.

Team Learning

Team learning builds on the previous concepts and develops conversational and collective thinking skills. Team learning enhances the ability to become greater than the sum of the individual team members’ talents. Through the development of skilful listening, observation and discussion, the team works toward achieving its objectives, create something new, or build new relationships in the organization.

Intra-organizational and Inter-organizational Communications

The successful implementation of redesigned jobs in the organization is highly dependent on intra- and inter-organizational communication that occurs. Change not only requires good planning and design but also how management communicates these decisions (Richardson, 1996 [7]). Communication must occur on all levels of management and must be clear and contain all the necessary information. Employees must have the opportunity to communicate upward to ensure that all relevant concerns and problems reach management.

The organization must regard implementing change such as newly designed job as a quality improvement project and the organization must use its approved performance improvement model. FOCUS PDCA is an example of a performance improvement model. Communication must include the new process flows, anticipated quality of services, decision-making processes, and the new hierarchy of the job. Management must communicate clearly all the aspects and employees who will be affected. Lewis (2000) found that communication is central to the prediction of planned outcomes in the implementation of a change process.

Job Satisfaction

Zeffane (1994 [8]) concluded that task variety, participation in decision-making, certainty about future directions and perceived work performance were central to job satisfaction. A well designed job description that clearly indicates tasks and expectations from the employee is imperative for job satisfaction. Each task or group of tasks must indicate the outcomes expected from the employee, so that they can work toward the specific performance indicator. A variety of closely related tasks will keep the employee interested in the job, but avoid distraction and loss of focus. Orientation and training for the new job is very important, as the employee needs to feel safe and well prepared for the new position.

Employees who experience an increase in perceived job control and an increase in better utilization of their skills and development will experience higher job satisfaction (Morrison, 2005 [9]). Job satisfaction directly relates to fulfilling the Maslow Needs Hierarchy. Careful consideration of all the factors in the design process will contribute to job satisfaction. The manager of the employee must do frequent performance evaluations through active participation of the employee. The employee will have the opportunity to raise problems or concerns with the job, which in turn will assist the manager to adjust the job description when necessary. An organization that seriously addresses employee concerns will notice increased job satisfaction. Employee satisfaction surveys among the category of employees with redesigned jobs will provide good feedback regarding the challenges of the new job. The manager must provide feedback to employees on the survey and prove that concerns are addressed.

Conclusion

The redesign of jobs is a typical example of change management. The organization that implements the concepts of a learning organization through systems-thinking has a better chance of success. The organization must plan every step of the process in detail and consider all aspects of the new job. Management must plan and execute clear and effective communication throughout both organizations efficiently. Leadership of the organization must control the process through constant evaluation of the organization to ensure job satisfaction.