Christopher Busi 750 Db Exploring Job Design Staffing And Ch

Christopherbusi 750 Db Exploring Job Design Staffing And Christian

Christopher Busi 750 DB: Exploring Job Design, Staffing, and Christian Worldview The Divine Economy Hardy (1990) provides a robust description of vocation, delineating between a universal calling of all believers to follow Jesus, and a less significant but still important calling to different types of work to live out their discipleship. This latter concept is described well in Hardy’s (1990) statement outlining Protestant thinking, stating “work is the social place where people can exercise the gifts that God has given them in the service of others” (p. 84). Keller (2012) continues this line of thought with a significant emphasis on the service component of work in God’s design. This post discusses two constructs of work in God’s world and how HR influences these areas, followed by a discussion of recruitment and selection strategies.

Construct #1: Flexible Work

The concept of flexible work is viewed highly in contemporary organizations, whereby more employees seek flexibility and more organizations provide options to meet this demand (Valentine et al., 2020). The purpose behind designing work around flexibility is to provide more work balance with life demands, including work from home, longer hours for longer periods of time off, and working around family concerns (Valentine et al., 2020). Flexible work design provides many benefits for employees and organizations, as a recent study demonstrated flexible work and additional time off increases satisfaction with work, helps to retain employees, and benefits organizations through enhanced motivation of their teams (Kroll & Nuesch, 2019).

A concern for flexibility in work is that many jobs do not fit this construct, but in these cases, organizations offering extra time off incentives still benefit their workforce and produce more efficient workers (Kroll & Nuesch, 2019). The construct of flexible work aligns with Hardy’s (1990) discussion of vocations and that the employment side of vocation needs to find balance with other callings, such as parenting and church.

Construct #2: Development

Another important element in work design is providing proper development to help employees succeed and grow. Organizations continue to change, and technology only enhances the need for organizations to continually adapt and teach their employees new technologies to remain competitive, which improves organizational performance and helps employees feel benefits of advancing their skills (Valentine et al., 2020).

This is demonstrated by Phan et al.’s (2021) research, whereby they highlight the value in technology development and how proper training programs build collaboration and help individuals see the value in new innovations and how they connect to customer satisfaction. Hardy (1990) discussed the fact that occupations change constantly, with many occupations finding themselves obsolete as time progresses, demonstrating the need to continually upskill one’s workforce to keep them engaged and learning relevant skills.

Strategic Recruitment and Selection

God’s design also plays directly into recruiting and selecting employees. Due to God gifting people in different ways, it is important to recognize what gifts one possesses and how those gifts work themselves out in the workplace (Hardy, 1990). From a HR perspective, the recognition of unique talents influences strategic recruitment and selection processes, including the design of specific job descriptions and finding cultural fit.

Strategy #1: Job Descriptions and Branding

One strategy in recruiting the needed employees involves the way organizations manage job descriptions and brand their company (Valentine et al., 2020). From the viewpoint of Hardy (1990), people possess specific giftings from God in which the highest levels of satisfaction come when those gifts match the work people do, something important when organizations frame the work one is applying to perform for their company. Krasna et al. (2023) found that job descriptions represent an extremely important element in recruiting, one in which there is a specific science to words and responsibilities needed to attract a specific type of applicant.

These authors studied this concept among the health industry, concluding it is beneficial for companies to use consistent language and design their posting in accordance to how the applicant pool they desire views those competencies, which also connects to the above discussion on work flexibility. Valentine et al. (2020) add to this, discussing how technology creates new opportunities for HR to create better postings and review applications in bulk to find specific elements they desire from an applicant. However, Valentine et al. (2020) warn that this sometimes creates the pitfall of eliminating great candidates due to technological eliminations, demonstrating there is still room for improvement in technological application review.

Strategy #2: Fit

A second strategy is trying to ensure the correct fit when selecting a person for a position, whether that be internal promotion or recruiting from outside; fit includes how the person fits with values, the team that the position is located within, and the specific tasks of the position (Valentine et al., 2020). Based on this, it is not simply the ability to complete tasks, but the need for selecting individuals that embody certain values. The alignment with values to an organization influences the recruitment of people seeking those values in their work and influences how people view their workplace (Crucke & Bockaert, 2023).

This parallels Hardy’s (1990) discussion of the need to align values in work and attempting to work in places with leadership that desires to place values above profit, creating implications for HR strategies in selecting employees with their values and the reverse of employees selecting the correct organization that develops them to better serve their community. The importance of fit is evident in the Scriptures, with God choosing those to complete his mission that did not possess the prestige and accolades of some others, but exhibited character and courage (English Standard Bible, 2001/2024).

Sample Paper For Above instruction

The concept of integrating Christian worldview principles into human resource management, specifically in job design, staffing, and recruitment practices, offers a comprehensive approach that aligns spiritual values with organizational goals. Hardy’s (1990) framework on vocation emphasizes that work is more than mere economic activity; it is a divine calling that serves a higher purpose and embodies God’s design for human participation in His creative and redemptive work. This perspective provides a meaningful foundation for understanding how organizations can tailor HR practices to reflect biblical principles, thereby fostering a more engaged, committed, and purpose-driven workforce.

In the context of job design, the Christian worldview emphasizes roles that reflect God’s intention for humans to steward creation, serve others, and glorify Him through their work (Genesis 1:27-28; Colossians 3:23-24). Hardy (1990) underscores the significance of vocation as an expression of divine calling, reinforcing the idea that meaningful work aligns closely with an individual’s God-given gifts. Job crafting, where employees modify their roles to better align with their talents and faith-based motivations, exemplifies this concept. For example, a healthcare worker passionate about compassionate care may seek to expand patient interaction or community outreach within their role, thereby integrating faith and profession seamlessly.

Furthermore, the construct of autonomy in job design aligns well with Christian beliefs about individual talents and the responsibility to use those talents for God's glory (1 Corinthians 12:4-6). Providing autonomy empowers employees to fulfill their calling purposefully, fostering a sense of ownership and engagement that leads to higher satisfaction and retention. Biblical narratives, such as Moses’ leadership or Paul’s missionary journeys, exemplify how divine calling can be manifested through autonomous actions and initiative, reinforcing the importance of independence in fulfilling God’s purposes.

Employee engagement constructs rooted in Hardy’s (1990) exposition also resonate with Christian principles. The biblical injunction to serve wholeheartedly (Colossians 3:23) reflects the intrinsic motivation that arises from fulfilling one’s divine calling. Organizations that embed these values within their culture—such as emphasizing service, integrity, and purpose—tend to attract and retain employees who are motivated by higher ideals beyond monetary compensation. This spiritual alignment enhances organizational commitment, fostering a workforce dedicated to both organizational mission and spiritual growth.

Recruitment and selection strategies informed by Christian values involve seeking candidates whose personal callings align with organizational purpose. Hardy (1990) advocates for recognizing gifts and talents as divine endowments that should be matched with appropriate roles. Using biblical principles, HR professionals can incorporate vocational assessments and value-based interviews to discern candidates’ motivations and faith commitments. For example, a candidate’s willingness to serve others or demonstrate character traits like perseverance and courage can be indicators of spiritual fit, leading to a more cohesive and purpose-aligned workforce.

Branding efforts should also communicate the organization’s commitment to serving others and honoring divine purpose. As Valentine et al. (2020) highlight, clear and consistent job descriptions attract candidates seeking meaningful work, especially when linked to organizational mission statements rooted in service and faith. Additionally, organizations can appeal to prospective employees by emphasizing opportunities to participate in charitable activities or community service initiatives, thereby aligning with Christian outreach principles.

In conclusion, integrating Christian worldview principles into HR practices enhances job design, staffing, and recruitment by emphasizing purpose, calling, and service. A faith-based approach fosters a motivated, committed, and fulfilled workforce that not only advances organizational objectives but also fulfills higher spiritual aspirations. By recognizing and cultivating divine gifts within the workplace, organizations can create a culture that reflects the biblical mandate to serve others and glorify God through work, yielding benefits for both the individual and the community at large.

References

• Hardy, L. (1990). The fabric of this world: Inquiries into calling, career choice, and the design of human work. William B. Eerdmans Publishing Company.
• King James Bible. (2020). Royal Family Publication Society. (Original work published 1831)
• Keller, T. (2012). Every good endeavor: Connecting your work to God’s work. Penguin Group.
• Krasna, H., Kulik, P. K. G., Karnik, H., & Leider, J. P. (2023). Recruiting new talent for public health jobs with evidence-based job descriptions and attractive job postings. Journal of Public Health Management and Practice, 29(5), E162–E168.
• Kröll, C., & Nuesch, S. (2019). The effects of flexible work practices on employee attitudes: Evidence from a large-scale panel study in Germany. International Journal of Human Resource Management, 30(9).
• Phan, T., Zhu, M., & Paul, M. (2021). The effects of technological professional development training on faculty's perceptions and actual use of technology. Educational Media International, 58(4).
• Valentine, S. R., Meglich, P., & Mathis, R. (2020). Human resource management (16th ed.). Cengage.
• Winarno, A., Prasetio, A. P., Luturlean, B. S., & Wardhani, S. K. (2022). The link between perceived human resource practices perceived organizational support and employee engagement: A mediation model for turnover intention. SA Journal of Human Resource Management, 20(1), e1–e7.