Discussion Replies: Exploring Employee Engagement, Globalization, and Christian Worldview
Serenity3203
classmatesthreadExploringEmployeeEngagementGlobalizationandChristianWorldview.docxChristopher H
BUSI 750 DB 2: Exploring Employee Engagement, Globalization, and Christian Worldview
Divine Vocation
After exploring the misunderstandings of work throughout many centuries, separating it from the spiritual and placing a higher value on religious work, Hardy (1990) dives into the true Christian meaning of work based on the Scriptures. Focusing primarily on the work of those during the Protestant Reformation, such as Luther and Calvin, Hardy (1990) demonstrates how the concept of work found dignity and value as a call to love others, regardless of one’s vocation. He continues by explaining how Luther viewed work similar to salvation, whereby the religious elite tended to legalize and make religious practices above the word of God, something they did with salvation and work; likewise, Calvin looked at work similarly but with a different nuance in claiming there is responsibility of believers to use their talents to fulfill their work. Hardy (1990) summarizes this historical shift to once again understanding the value of all work by stating, “Work, itself, then, is a divine vocation” (p. 47).
One quote of Hardy's (1990) that resonated with me personally and my view on this topic was his statement that, “As we pray each morning for our daily bread, people are already busy at work in the bakeries” (p. 48). Keller (2012) described this same concept when he discussed how people literally die if basic work like sanitizing kitchens is not done with excellence. Although my beliefs on this subject parallel this sentiment, these authors provided deeper insight and helped me clarify the true meaning of all work in God’s kingdom. Three related HR implications connected to Hardy’s (1990) discussion involve improving employee engagement, incorporating flexible work arrangements, and understanding cultural sensitivity as organizations go global (Valentine et al., 2020). All three of these implications connect to employees understanding their work and finding dignity in their work, a central element to the Christian worldview and seeing work as God intended (Hardy, 1990).
HR Implications
Regarding engagement, Valentine et al. (2020) discuss this term in relation to how connected employees feel to their organizations. The authors clarify that engagement is different than satisfaction, as factors such as pay might provide the latter without increasing engagement. Methods such as orientation and training improve engagement due to impacting an employee’s understanding of their work and what it takes to succeed (Valentine et al., 2020). Engagement also leads to innovative practices, creating benefits for the organization and resulting in less burnout (Kwon & Kim, 2020).
Valentine et al. (2020) provide an example of a consulting firm that surveyed employees and found values central to employee retention rates, concluding employees care about flexibility and personalized development plans. Employees value flexibility in today’s organizations more than in the past, with the ability of an organization to pivot and offer this when appropriate serving to improve retention rates (Choi, 2020). Utilizing social exchange theory, Choi (2020) demonstrates how employees valuing flexibility and receiving permission to do so results in more loyalty to the organization and increases their effort accordingly, encouraging HR departments to recognize what the modern workforce desires.
In addition to engagement and values, HR needs to consider cultural factors due to cultural norms regarding employment practices, customs, and living conditions (Valentine et al., 2020). This is more important in modern HR practices with more globalized strategies, with the ability of organizations to leverage the different skills of multicultural workforces representing a key skill for competitive advantage (Hong & Minbaeva, 2022). Within multinational companies, an organization’s ability to take different cultural skills and utilize them for performance is key to performance improvements, including better communication among teams, understanding of complex relationships among different contexts, and improving innovation (Hong & Minbaeva, 2022). All three of these implications mentioned make it clear HR is constantly evolving in making sense of work and ensuring employees receive dignity.
References
Choi, S. (2020). Flexible work arrangements and employee retention: A longitudinal analysis of the federal workforces. Public Personnel Management, 49(3), 470-495. https://doi.org/10.1177/0091026019886340Links to an external site.
Hardy, L. (1990). The fabric of this world: Inquiries into calling, career choice, and the design of human work. Eerdmans.
Hong, H., & Minbaeva, D. (2022). Multiculturals as strategic human capital resources in multinational enterprises. Journal of International Business Studies, 53(1), 95-125. https://doi.org/10.1057/s41267-021-00463-wLinks to an external site.
Keller, T. (2012). Every good endeavor: Connecting your work to God’s work. Penguin.
Kwon, K., & Kim, T. (2020). An integrative literature review of employee engagement and innovative behavior: Revisiting the JD-R model. Human Resource Management Review, 30(2). https://doi.org/10.1016/j.hrmr.2019.100704Links to an external site.
Valentine, S., Meglich, P., Mathis, R. (2020). Human resource management (16th ed.). Cengage.
Exploring Employee Engagement, Globalization, and Christian Worldview
Hardy's examination of Christian thought on work, as presented in Chapter 2 of "The Fabric of This World," elucidates the theological evolution shaping the perception of human engagement in the world, particularly within the context of work (Hardy, 1990). This discussion aims to articulate my comprehension of this perspective and offer a personal response. Furthermore, the synthesis explores three HR-practice implications of employee engagement, retention, and globalization, drawing insights from Valentine's "Human Resource Management" (Valentine et al., 2020).
Hardy's Theological Perspective on Work
Work transcends mere economic considerations, representing a divine calling intricately linked to God's overarching design for humanity (Hardy, 1990). Hardy (1990) advocates viewing one's occupation as a vocation, emphasizing the spiritual dimensions of work and challenging conventional perceptions of it as a secular, mundane activity. In aligning with the biblical perspective that we are God's work to do good works that he has predesigned for us to do, Hardy underscores the notion that work is intricately woven into the fabric of God's purpose for everyone (King James Bible, 1831/2020, Ephesians 2:10).
Personal Response to Hardy's Perspective
I find Hardy's (1990) viewpoint, rooted in a biblical perspective, to be thought-provoking and resonant, urging a profound reconsideration of career choices beyond mere financial motivations. Drawing inspiration from the Bible, which encourages committing one's work to the Lord, Hardy's theological framework elevates work to a multifaceted endeavor encompassing personal, financial, and spiritual fulfillment (King James Bible, 1831/2020, Proverbs 16:3; Hardy, 1990). This perspective encourages individuals to align their professional lives with a higher calling, recognizing that work is a way toward personal growth, financial stability, and a deeper connection with one's spiritual well-being.
HR-Practice Implications
Within the broader spectrum of HR-practice implications, organizations increasingly recognize the pivotal role that human resources play in shaping a workplace culture conducive to employee satisfaction and productivity (Wen et al., 2021). Effective HR practices extend beyond traditional personnel management and delve into strategic initiatives that address crucial aspects such as employee engagement, retention, and the unique challenges posed by globalization (Valentine et al., 2020). This holistic approach involves aligning organizational goals with individual aspirations, fostering a work environment that values employees as valuable assets, and acknowledging the diverse and interconnected nature of the modern workforce.
Alignment of Work with Calling for Employee Engagement
Emphasis on work as a divine calling suggests that employees can be more engaged and fulfilled when their work aligns with their sense of calling (Keller & Alsdorf, 2012). HR practices can leverage this insight by fostering an organizational culture that encouraging employees to explore and understand their vocational calling. Initiatives such as career counseling, mentorship programs, and opportunities for employees to find purpose in their work can enhance engagement (Valentine et al., 2020).
Creating a Meaningful Work Environment for Retention
Organizations can enhance employee retention by acknowledging and supporting the spiritual dimension of work (Hardy, 1990). HR strategies may involve incorporating purpose-driven leadership, where leaders inspire and guide employees toward understanding the significance of their contributions. Recognition programs that go beyond monetary rewards to acknowledge the meaningful impact of an employee's work can play a crucial role in fostering loyalty and retention (Valentine et al., 2020).
Globalization and Cultural Sensitivity in HR Practices
Hardy's (1990) theological framework challenges HR professionals to recognize the diversity of cultural perspectives on work, particularly in the context of globalization. HR practices should integrate this awareness by developing cultural competence training programs. These programs can help employees appreciate and respect diverse theological perspectives on work, fostering a more inclusive and harmonious global work environment (Valentine et al., 2020).
Conclusion
In conclusion, Hardy's (1990) theological exploration of work adds a profound layer to our understanding of the significance of one's vocation. By integrating these insights into HR practices, organizations can create cultures that promote employee engagement and retention and navigate the complexities of a globalized workforce with cultural sensitivity. This interdisciplinary approach acknowledges the interconnectedness of theological perspectives and practical HR considerations, paving the way for a more holistic understanding of work in God's world.
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.
Keller, T., & Alsdorf, K. L. (2012). Every good endeavor: Connecting your work to God's work. Dutton.
King James Bible. (2020). Royal Family Publication Society. (Original work published 1831).
Valentine, S. R., Meglich, P. A., Mathis, R. L., & Jackson, J. H. (2020). Human Resource Management. Cengage Learning.
Wen, Q., Wu, Y., & Long, J. (2021). Influence of ethical leadership on employees' innovative behavior: The role of organization-based self-esteem and flexible human resource management. Sustainability (Basel, Switzerland), 13(3), 1359.
