Tasks and Duties

1. The main duties of a coding manager include overseeing, guiding and directing coding staff, developing an expertise in coding practice, maintaining a comprehensive knowledge of contemporary health record and coding practices, and coordinating meetings with additional departments.

Qualifications and Training

2. At least three years of coding experience is required prior to employment as well as experience with 3M systems. Some employers may require an associate degree in health information management or in health services administration.

Salary

3. The salary of a coding manager can be anywhere from $44,774 to $62,552. However, salaries may vary depending on educational and professional experience as well as the industry.

Work Environment

4. Coding managers normally work in medical offices or hospitals. Work environments tend to be busy and fast-paced.

Knowledge, Skills and Abilities

5. Candidates must have know the ins and outs of coding, data entry and chart analysis. Candidates must also have excellent oral and written communications skills.

Identification of a Job Analysis

1. A job analysis includes detailed information about workers, the work that they must perform and their work environment. Such information or data are called "inputs" to a job analysis. "Outputs" are job descriptions, detailing the work to be performed and also job specifications, detailing skills and knowledge that workers are required to possess. These outputs are completed through two processes: a job or task analysis and a performance analysis.

Features of a Job Analysis

2. Job descriptions--one of the outputs of a job analysis that focuses on work--document tasks required for performing a job, including how tasks are done, and under what conditions they are done. According to Mondy, Noe, and Premeaux, there are seven types of data that may be collected for job descriptions, including:

   
   

   1) Work activities--processes, procedures and responsibility levels

   2) Worker activities--human behaviors, personal and physical energy to be used

   3) Job resources--machines, tools, equipment and work aids

   4) Job tangibles and intangibles--knowledge, management, products delivered, and services performed

   5) Work performance--documented job standards, such as quantity, quality, time, cost or safety measures

   6) Job context--setting, communication and culture

   7) Special job requirements--previous education, training and practical experience

   
   

   Job specifications, the second output of a job analysis, includes data that focuses on the worker including knowledge, skills, abilities, aptitudes, attitudes, experience and capacity. Data collection methods for job descriptions and job specifications-questionnaires, interviews, etc. are the same for a performance analysis.

Comparing Functions

3. A job analysis focuses on procedures such as how workers perform their job, and a performance analysis focuses on how difficult it may be for workers to perform their job mentally and physically.

   In the fifth phase of performance technology, an evaluation is conducted for two reasons, including "to value or judge the results of performance or to trigger a decision regarding the performance, the worker, or the organization itself."

   D. Van Tiem, J. Moseley, and J. Dessinger list four types of evaluation methods: formative, summative, confirmative and meta.

   Formative evaluations are used to evaluate and develop performance, during a performance analysis, cause analysis, and selection or design of interventions. Summative evaluations determine immediate competence of user and is used during implementation and change management. It focuses on the effectiveness of the human performance technology (HPT) process. Confirmative evaluations are conducted six to 12 months after implementation to determine long term effect on the competence of workers. Meta evaluations ensures accuracy and evaluates the processes used in the formative, summative and confirmative evaluations.

Effects

4. Confirmative evaluations should be conducted within six to 12 months after a job analysis program. This would ensure that employees remain competitive on their jobs. Meta evaluations should also be conducted to ensure that all evaluation processes were effective.

Considerations

5. If a human performance technologist or performance improvement specialist does not work within an organization, this type of professional should be offered employment to assist with ensuring that the job analysis program and also evaluations of processes and people is designed and developed properly.

A common statement in business is that owners and managers can only expect what they inspect. Owners and managers may have no idea how well their business is performing if they fail to review its operations. Performance evaluation analysis is a common management tool for measuring the effectiveness of a company.

Facts

1. Performance evaluation analysis is a review of company objective that determines how well the company met its goals. Owners and managers can review financial indicators, production output and sales volume to measure performance. This is often done by reviewing each department individually and the company as a whole.

Considerations

2. Employee productivity is another area to measure performance. Employees play a direct part in using company resources, producing goods or services and responding to customer questions and complaints. Individual employees who underperform in their role can create a drag on company resources and increase the time it takes to complete objectives.

Features

3. Owners and managers can use benchmarking as part of their performance evaluation analysis. This compares the company's performances to another company or the industry standard. This comparison gives owners and managers a more rounded picture of how the company performs under certain economic conditions.