Job enrichment may be the form of career development in the absence of company turnover. First of all, it should be noted that job enrichment is frequently confused with job enlargement which is defined as a working process involving the increase in job tasks and scope. In its turn, job enrichment means quality increase in job results by applying additional attitudes, mechanisms and procedures to managing the job tasks.
In 2006 the U.S. Department of Labor (Bureau of Labor Statistics) has conducted a coherent and substantial research on the relationship between job enrichment and job satisfaction (Mohr, Zoghi 1 – 4). The U.S. Department of Labor study was based on the Canadian Workplace and Employee Survey (4) which collected data regarding the employees’ responses on participating in various trainings, sharing information, improving their skills and productivity, workplace and job tasks. The candidates were asked to assess their satisfaction with the job they performed using the four-level scale: 1) “very dissatisfied”, 2) “dissatisfied”, 3) “satisfied” and 4) “very satisfied” (6). The Canadian survey results showed that the employees taking part in enrichment trainings and procedures had higher satisfaction level than the employees that did not (6 – 11).
Bearing for the aforementioned Canadian labor survey, it may be argued that the enriched satisfied workers are more likely to show a higher level of professionalism when assessed. Thus, every person associates, in particular, his career development with his professional accomplishments. Life proves that salary level may not be deemed as the only one criterion to constitute someone’s career development. The person also needs to feel his own value in the society and professional circle, in another words, the employee needs to be needed by other colleagues and companions. Therefore, the absence of company turnover may lead to career development in the form of job enrichment while job enlargement proves to be the form of career development during company turnover.
Managing diversity challenges by human resources specialists and their contribution to developing a competitive organization. From the view of human resources management, diversity can be seen as differences in workforce which manifest themselves as origin, color, nationality, language, sex, religion, outlook influencing the working processes within the organization.
Nancy Lee, Google’s director on diversity and inclusion says that her mission is to contribute to the formation of organic diversity within a company so that Google could become as nationally diversified as America itself (Cava 2014). She herself experienced social unfairness in the employment field while working for the restaurants organizing birthday parties for children. Nancy was Chinese-American raised by her mother and lived in Sacramento. She has obtained a law degree at one of the Californian universities and further worked for the firm dealing with employment law. Nancy claims that such life and job experience changed her outlook and helped her develop advocating skills to protect her differing ethnicity and nature.
Since Nancy’s cooperation with Google in the position of director on diversity and inclusion there has been designed a special program for diversity personnel at the company. This course encompasses, inter alia:
- the training aimed at finding employees hidden traits and characteristics which could increase their productivity by using their own special skills and attitudes to work process. The training duration is 90 minutes;
- Google residence program which involves placing a worker in one of the programming colleges where the majority of students are black for the worker to guide the college’s programming courses;
- Google hiring programs extending not only on reputable and prestigious universities but also on small colleges.
Google’s director on diversity stresses that those programs and campaigns will contribute to the company’s search for talented and gifted people because, on her point of view, if the working conditions within a company are not favorable for potential employees, the company will lose them and it will have its impact on the company’s competitive potential (Cava 2014).
Works Cited
Cava, Marco della. "Google's Diversity Chief Started Her Crusade Young." USA TODAY. 9 Nov. 2014. Web. 29 Nov. 2014. <http://www.usatoday.com/story/tech/2014/11/04/google-diversity-chief-nancy-lee-started-her-crusade-young/18435807/>.
Mohr, Robert D., and Cindy Zoghi. "Is Job Enrichment Really Enriching?" 1 Jan. 2006. Web. 29 Nov. 2014. <http://www.bls.gov/ore/pdf/ec060010.pdf>.
