1.What are some of the benefits of a diverse workforce in the workplace? How have you seen these impacted in places you have worked or you personally?
2.In a brief essay, explain the difference between job enrichment and job enlargement.
The assignment is to answer the question provided above in essay form. This is to be in narrative form and should be as thorough as possible. Bullet points should not to be used. The paper should be at least 1.5 – 2 pages in length, Times New Roman 12-pt font, double-spaced, 1 inch margins and utilizing at least one outside scholarly or professional source related to human resource management. The textbook should also be utilized. Do not insert excess line spacing. APA formatting and citation should be used.
Running Head: DIVERSE WORKFORCE AND JOB ENRICHMENT VS. JOB ENLARGEMENT 1
DIVERSE WORKFORCE AND JOB ENRICHMENT VS. JOB ENLARGEMENT 2
Short Essay 2
Summer 2020 – BADM 632-01 Advanced Human Resource Management
Professor: Dr. Carol A. Decker
Benefits of a Diverse Workforce
Diversity in the workplace is helpful to both employees and employers. Granted, employees are dependent in their workplace, and cumulative productivity through respecting man or woman variations can be extra beneficial (Beck, 2010).
Particularly in the current time and age where creativity and flexibility are results for competitiveness, diversity is essential for an organization’s success. On the other side, loss of time, money, or any other consequences should not be ignored (Esty et al. 1995). Organizations have some advantages if they actively practice and support diversity as an economically sound business. Four benefits include generating new principles like a marketing strategy, improving organizational growth, enhancing the businesses’ image and appearance, and hiring reputable human resources employees.
A diverse workforce repeats a changing world and marketplace. A diverse workforce brings high value to corporations. Respecting character differences will advantage the team of workers by growing an aggressive aspect and growing work productivity (Martocchio, 2019). Diversity management rewards associate through creating a fair and safe environment where everyone has to get entry to possibilities and challenges. Many Workforces are made up of diverse cultures, so corporations need to learn how to adapt to be successful (Howard & Ulferts, 2007).
I have been engaged with diversity in professional ways. I had the honor to work with vendors and customers when working as a sales manager. In my role, I developed an awareness of the cultural differences and traditions of those I worked with and served. While working with those multi-national companies, I understand the importance of sensitivity to the values and traditions of the co-workers and migrants I served. I educated the philosophy of incorporating business strategies sensitive to a diverse workforce in my day-to-day practice. All these practices with diversity have helped to form my leadership skills and management ethics.
In professional life, I have also been exposed to diversity and worked in several organizations such as Pfizer, Glenmark, and Zydus Cadila. I have been working in a diverse workforce as a manager. I have worked with people of diverse populations, cultural backgrounds, ages, and sexual orientations. We were able to work together as a diverse group of people who familiar and valued individual differences.
Job Enrichment Vs. Job Enlargement.
Job enlargement is the horizontal extension of job roles, whereas enrichment is the vertical expansion of work. Job enlargement means increasing the scope of current work at a similar level through extending the range of responsibilities – For example, increasing the area under the control of an area manager. Here the skill requirement and level of responsibility remain the same.
Job enrichment means improving the quality of work by giving additional responsibilities, typically performed by their manager. For example, a state sales head is made the country sales head. Here additional skills are required since no other state heads will report to them.
The difference between job enrichment and job enlargement is quantity and quality. Job enrichment means development, or progress with the help of progression and development, whereas job enlargement means to add more responsibilities and an increased workload (Martocchio, 2019). By job enrichment, an employee finds satisfaction for their position and personal growth potential, whereas job enlargement mentions having extra duties and responsibilities in a current job explanation (Marrenbach & Geiger, 2019). Job enlargement is like a vehicle employer use to put the additional workload on employees, perhaps an economic downtime. Another method that by adding more variety and enlarging the responsibilities will provide the chance of enhancement and more productivity (Chung & Ross, 1977). Job enrichment involves organizing and planning to increase more control over their responsibilities and work as a manager.
Personally speaking, both job enlargement and job enrichment are viewed as motivational tools for the workforce, used by the management. However, the workforce finds that job enrichment is a far great tool than job enlargement. Job Enrichment gives development, controlling, and decision-making powers to the job holder. It helps them to grow and develop. The job holders feel fulfilled that his tasks have been extended, without knowing that his role and responsibilities are increased (Patten, 1977).
Martocchio, J. (2019). Human resource management (15th ed.). Pearson.
Beck, T. (2010). Offering financial education in the workplace benefits both employees and employers. Employment Relations Today, 37(2), 9–14.
Howard, T. L., & Ulferts, G. W. (2007). The Changing Workforce And Marketplace. Journal of Diversity Management (JDM), 2(4), 7–10.
Marrenbach, D., & Geiger, L. (2019). Job rotation, job enlargement, job enrichment. Handbuch Psycho-Soziale Gestaltung Digitaler Produktionsarbeit, 359–363.
Chung, K. H., & Ross, M. F. (1977). Differences in Motivational Properties between Job Enlargement and Job Enrichment. The Academy of Management Review, 2(1), 113.
Patten, T. H. (1977). Job evaluation and job enlargement: A collision course? Human Resource Management, 16(4), 1–8.