Discussion Replies: Exploring Job Design, Staffing, and Christian Worldview

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 description, 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).       

References 

Crucke, S., & Bockaert, H. (2023). Exploring the attractiveness of social enterprises to job seekers: The role of perceived value fit and prestige.  Annals of Public and Cooperative Economics, 94(2), 399-422.  https://doi.org/10.1111/apce.12393Links to an external site.  

English Standard Bible. (2024). Crossway. (Original work published 2001).  

Hardy, L. (1990).  The fabric of this world: Inquiries into calling, career choice, and the design of human work. Eerdmans. 

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.  https://doi.org/10.1097/PHH.0000000000001776Links to an external site.  

Kröll, C., & Nüesch, 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), 1505-1525.  https://doi.org/10.1080/09585192.2017.1289548Links to an external site.  

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), 335-354.  https://doi.org/10.1080/09523987.2021.1989767Links to an external site.  

Valentine, S., Meglich, P., Mathis, R. (2020).  Human resource management (16th ed.). Cengage. 

Kevin

Exploring Job Design, Staffing, and Christian Worldview

        In Hardy's exploration of vocation and the "divine economy" in Chapter 3, he delves into the profound significance of human work and its connection to a higher purpose (Hardy, 1990). From a Christian worldview, work reflects God's intention for humans to participate in His creative and redemptive work King James Bible, 1831/2020, Genesis 2:15). Hardy (1990) suggests that individuals are drawn to specific vocations not solely for material gain but also for a sense of fulfillment and alignment with their inner calling or divine purpose. This understanding resonates deeply with Christian teachings, emphasizing serving others and glorifying God through work King James Bible, 1831/2020, Colossians 3:23-24). In the Christian perspective, vocation transcends mere career; it's a calling from God to fulfill His purposes. Just as biblical figures like Moses, David, and Paul were called to specific tasks, individuals today are called to honor God and benefit others through their work. Moreover, Hardy's (1990) exploration aligns with constructs in job design and employee engagement/retention, such as meaningful work and organizational commitment, fostering fulfillment, satisfaction, and dedication aligned with the organization's mission and values (Özçelik & Uyargil, 2022).

Job Design Constructs

        Aligning job design constructs with Hardy's vocation concept requires acknowledging the Christian perspective on work and calling (Hardy, 1990). In Genesis, humans are created in God's image and tasked with stewarding the earth, highlighting work as a reflection of God's purposes beyond mere livelihood King James Bible, 1831/2020, Genesis 1:27-28).  Job crafting allows employees to tailor their roles to align with their skills and values, akin to fulfilling one's God-given calling. Just as Christians are called to serve and impact the world positively, job crafting enables employees to incorporate aspects of their calling into their roles, such as enhancing client interaction or community involvement, reflecting their faith through service.

        Autonomy, another relevant construct, aligns with the Christian belief in individual uniqueness and talents God bestows for His purposes King James Bible, 1831/2020, 1 Corinthians 12:4-6). Providing autonomy empowers employees to express and fulfill their callings, fostering a sense of responsibility and ownership rooted in glorifying God through their work. This autonomy enhances engagement and retention, allowing employees to invest fully in their work as a form of worship.

Employee Engagement/Retention Constructs

        Hardy's view on vocation resonates profoundly with Christian beliefs regarding work and calling (Hardy, 1990). The Bible underscores the notion that work should be undertaken as service to the Lord, highlighting its significance beyond mere economic necessity (King James Bible, 1831/2020, Ephesians 6:7). Hardy's (1990) framework intersects with constructs like meaningful work and organizational commitment, crucial for fostering employee engagement and retention. In the Christian perspective, work holds deeper meaning as it contributes to fulfilling one's calling and serving God's purpose. Hardy (1990) stresses the intrinsic motivation derived from fulfilling one's vocational calling, suggesting that meaningful work is inherently fulfilling. Organizations can enhance engagement and retention by integrating employees' vocations into their roles, aligning with their faith and service to others (Winarno et al., 2022). Furthermore, organizational commitment is deeply influenced by employees perceiving work as a calling, leading to a profound emotional attachment to the organization grounded in serving God's purposes. By fostering a culture aligned with biblical principles, organizations can cultivate higher levels of commitment among employees, reflecting a shared sense of purpose rooted in faith and service.

HR Practice Implications for Recruiting and Selecting Employees

        Strategically recruiting and selecting employees who align with the organization's mission and values reflects Christian principles emphasizing alignment with one's calling. Research has shown that effective recruitment strategies are essential for attracting candidates who resonate with the organization's ethos and purpose (Valentine et al., 2023). The Bible underscores this, urging individuals to work wholeheartedly as unto the Lord (Colossians 3:23, King James Bible, 1831/2020). This biblical perspective highlights the significance of aligning one's vocation with the organization's mission, serving a higher purpose.

        From a Christian worldview, targeted recruitment strategies rooted in compassion and service are pivotal. As Valentine et al. (2023) discussed, showcasing the organization's commitment to societal impact through recruitment efforts can attract individuals motivated by meaningful work (Valentine et al., 2023). For instance, involvement in charitable initiatives appeals to candidates prioritizing service as an expression of their faith.

        Moreover, incorporating vocational assessments and interviews aligns with discerning God's calling in individuals' lives (Valentine et al., 2023). Assessments evaluating candidates' values and purpose help identify those spiritually motivated to contribute to the organization's mission. Additionally, prompting reflection on how one's vocation intersects with faith provides insights into alignment with organizational values and culture, enhancing recruitment outcomes from a Christian perspective.

Conclusion

        In summary, integrating Christian principles into HR practices for employee recruitment and selection involves recognizing the importance of alignment between individuals' callings and organizational missions. By adopting targeted recruitment strategies that emphasize service and incorporating vocational assessments rooted in biblical values, organizations can cultivate a skilled and spiritually aligned workforce with the organization's purpose. In doing so, they can foster enhanced employee engagement, retention, and organizational performance, reflecting a commitment to fulfilling God's plan through their work.

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).

Özçelik, G., & Uyargil, C. (2022). Does HRM's reality fit with those of others? Exploring and understanding HR attributions.  Personnel Review, 51(1), 210-229.

Valentine, S. R., Meglich, P., Mathis, R. L., & Jackson, J. H. (2023).  Human Resource Management (16th ed.). Cengage Learning US.

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.