RESEARCH PAPER ASSIGNMENT 1
Performance Management, Development, and Branding in Strategic HR Assignment
Nicholas Steven Cox
School of Business, Liberty University
BUSI 750: Managing Human Resources
Dr. David Calland
September 25, 2025
Abstract
The strategic human resource practices of modern organizations are enriched by Christian
theological principles, as established by Keller and Hardy. The performance management and
appraisal systems receive direction from these foundations, which also determine training and
development methods, recruitment and selection, and employer branding strategies. Drawing
on Valentine et al.'s (2025) human resource paradigm, which incorporates the viewpoints of
Keller (2012) and Hardy (1990), this research study utilizes empirical findings from 2020 to 2025,
which reveal how human resource systems not only support organizational goals but also
establish best practices. The integration of theology and human resource perspectives yields
practical recommendations, enabling Christian non-profit organizations to apply strategies that
further their mission while also maintaining high performance.
Keywords: Human resource management, performance management, appraisal systems,
vocational development, employer branding, strategic HR, Gen Z recruitment, organizational
RESEARCH PAPER ASSIGNMENT 2
mission, purpose-driven workplace, e-recruitment, SHRM, human flourishing, employee
development, values-based leadership
Introduction
In the evolving landscape of human resource management, organizations are recognizing
that technical competence and strategic alignment alone are not sufficient for lasting
organizational success. Modern organizations must recognize that true sustainability for lasting
organizational success requires the integration of values with purpose and the cultivation of
environments where people can genuinely flourish. Faith-based organizations, in particular,
often face the main difficulty of converting their theological principles into HR systems that
must maintain professional standards. Keller (2012) and Hardy’s (1990) theological
understanding informs the development of performance management systems, training
programs, career development pathways, and employer branding strategies within established
HR frameworks. Human Resource Management by Valentine et al. (2025) offers a framework for
arranging these concepts, which are further enhanced by knowledge from current practitioners
and academic research. Based on this framework, strategic recommendations are developed
that enable Christian non-profits of moderate size to close the gap between good theory and
real-world implementation, thereby enhancing organizational performance and mission.
Research Method
This synthesis utilizes a literature review methodology, drawing primarily from peer-reviewed
journal articles published between 2020 and 2025. Academic databases such as ProQuest and
EBSCOhost were searched using relevant keywords, "human resource management,"
"performance management," "appraisal systems," "vocational development," "employer
RESEARCH PAPER ASSIGNMENT 3
branding," "strategic HR," "Gen Z recruitment," "organizational mission," "purpose-driven
workplace," "e-recruitment," "SHRM," "human flourishing," "employee development,"
"valuesbased leadership" and "innovation barriers." Only English-language, peer-reviewed
sources directly relevant to performance management, development, and branding in strategic
frameworks were selected. In addition, publicly available corporate articles in the context of HR
research findings from 2020 to 2025 were reviewed to contextualize performance management,
development, and branding in the field of Human Resource Management.
Keller’s Insights and Performance Management
Theological Foundations of Work and Vocation
The book Every Good Endeavor by Keller develops a complete theology of calling, which
shows that all Christians receive a divine summons to serve beyond their professional duties
(Keller & James, 2012). The perspective shows that work functions as a part of God's ongoing
redemption work, which requires employees to serve and protect resources in addition to
producing results. Keller supports appraisal systems that drive employees to understand their
role in organizational mission success, social justice, and collective well-being instead of
focusing on financial rewards and performance metrics.
Implications for Appraisal Design
Implementation of reflective and narrative assessment methods enhances the
evaluation of both employee accomplishments and their methods of goal achievement
(McKinsey, 2024). Valentine et al.'s (2025) model shows that organizations must maintain their
performance management system based on goal setting, feedback delivery, and employee
RESEARCH PAPER ASSIGNMENT 4
development to succeed in the long term. The framework of Keller requires purpose and virtue
to achieve equilibrium (Keller & James, 2012).
Empirical & Practitioner Corroboration
Research conducted by practitioners in recent times shows that organizations should
focus on purpose rather than process. The performance review process reinvention efforts of
Deloitte (2025) fail when organizations stick to their conventional review system instead of
implementing human performance engineering, which unites business outcomes with individual
accomplishments. The authors warn that many performance systems are viewed as “a complete
waste of time” by employees when they lack meaning and relational substance. McKinsey
(2024) supports performance systems that develop people through systems that promote
growth, trust, and employee engagement rather than rule enforcement.
Performance management best practices are positively correlated with improved
organizational performance when they foster communication, clarity, and alignment (Nwokolo,
2024). Moreover, Stirpe (2022) found that employees’ satisfaction with HR practices mediates
the effectiveness of performance outcomes, signaling that how systems are experienced
matters deeply. Combined, these perspectives reinforce the argument that integrating Keller’s
themes into appraisal design is not a luxury but a necessity.
Hardy’s Framework and Career Development
Work as Participation and Cultivation
Lee Hardy, in The Fabric of This World, frames work as participation in God’s ongoing
ordering of creation. People need to perform tasks, but also must learn to develop and care for
their abilities throughout their lives (Hardy, 1990). The vision shows training and development
RESEARCH PAPER ASSIGNMENT 5
as powerful methods that help people develop their character and gain wisdom while
discovering their life mission.
Translating into HR Development Systems
According to Hardy (1990), the HR development stage necessitates organizations to
transition their focus from conventional technical training to a more holistic, value-added
training approach. This includes establishing a mentorship program, fostering reflective learning
environments, and creating new opportunities for vocational exploration that allow employees
of the organization to discover their calling and develop their full potential. Valentine et al.'s
(2025) framework presents established methods for needs assessment, training development,
and career progression; however, it fails to incorporate meaningful organizational goals.
Through Hardy's perspective on developmental systems, workers can identify their divine gifts
while developing their professional identity and finding their life purpose instead of following
typical career routes.
Recent Research Support
Research in Strategic Human Resource Management (SHRM) shows that HR practices,
which include training, performance appraisal, and compensation systems, become more
effective when they support organizational strategy to boost employee satisfaction and work
commitment (Collings et al., 2021; Strategic Human Resource Management and Employee
Outcomes, 2025). The research shows that purpose-based development practices generate
measurable outcomes that will appear in future results. A recent research study by Ulrich et al.
(2024) demonstrates that organizations need adaptable HR systems that unite operational
capabilities with interpersonal aspects to develop strategic human capabilities. Research results
RESEARCH PAPER ASSIGNMENT 6
show that HR development programs must focus on building competencies that support
organizational goals.
Employer Branding in Recruitment and Selection
Differentiators Through Values and Development
Employer branding serves as a strategic tool that represents an organization's value
proposition to candidates (Valentine et al., 2025). Faith-based organizations differentiate
themselves through their mission dedication and ethical conduct, and their service
achievements and defined career development routes. A brand that builds authentic
relationships with people will draw in candidates who want something beyond financial
rewards.
E-Recruitment, Gen Z, and Branding Mediation
E-recruitment systems that link with employer branding strategies function as the main
recruitment method to draw in Gen Z candidates. Wibowo Winarno and Fakhri (2025) analyzed
Indonesian state-owned enterprises to show that e-recruitment systems affect employer
branding, yet they do not affect candidate application intentions. Instead, employer branding
mediates the effect of e-recruitment on Gen Z’s intention to apply. A digital recruitment channel
reaches its maximum effectiveness through the combination of a strong brand narrative.
Research by Yuspita et al. (2024) found that Gen Z applicants develop stronger application
intentions when employers combine branding approaches with digital recruitment methods;
their corporate reputation and social media visibility affect these results.
Trade and practitioner sources support the necessity of this method. According to a 2025
HR.com article, employers need to create employer brands that match Gen Z expectations by
RESEARCH PAPER ASSIGNMENT 7
showing genuine values and career growth potential and maintaining open communication
(HR.com, 2025). The research shows that storytelling, employee testimonials, and
mobilefriendly recruitment experiences are essential factors for attracting younger job
applicants. The identified trends match academic research findings but provide specific methods
for brands to create their individuality.
Empirical Evidence on HR Practice Experience
The achievement of HR branding success depends on employee utilization of HR
systems. Stirpe (2022) found in his study that employee satisfaction with HR practices depends
on their perception of fairness and clarity and consistency of HR systems, which affects
performance results. The evidence shows that employer branding requires organizations to
demonstrate their values through internal practices as well as external communications. The
difference between what a company presents to the public and what employees experience
inside the organization can lead to trust breakdowns, which negatively affect recruitment
results.
Strategic HR Recommendations for Practice
The following strategic HR interventions will enable these integrations to become
operational within a mid-sized Christian non-profit organization.
The first step requires organizations to introduce an additional evaluation standard that
assesses both work abilities and individual personality characteristics. The evaluation system
needs to move away from rating systems because it should assess employee dedication to
mission goals through written evaluations that measure relationship-building abilities, work
RESEARCH PAPER ASSIGNMENT 8
commitment, and humility. The training of managers in theological coaching methods allows
their team members to move beyond performance targets and achieve deep reflective practice.
Second, develop a vocational development framework that goes beyond technical
education. The onboarding process should contain a “calling roadmap” that senior staff
members help new employees create. The staff members will develop their gifts and calling
through scheduled retreats, role transitions, and intentional reflection sessions. The system uses
Hardy's formation model to develop a career development process that integrates individual
and professional development.
The organization requires a complete transformation of its employer branding and
recruitment strategy, which should focus on purpose, values, and career development
possibilities. The recruitment materials and digital platforms need to present staff stories about
their impact and purpose-driven growth opportunities, and Christian mission alignment. The
erecruitment interface requires optimization to achieve mobile accessibility, user experience,
and storytelling elements. Given Wibowo et al. ’s (2025) finding of branding’s mediating role,
the organization must treat e-recruitment not just as a channel but as a branding tool. Stirpe
(2022) states that internal brand narrative consistency enables candidates to encounter the
exact experiences they anticipate from the organization.
The proposed recommendations use traditional theological principles together with
modern human resources research data as their basis. The organization will achieve
differentiation through purpose integration with technical excellence to attract mission-driven
talent, develop vocational skills, and enhance performance results.
RESEARCH PAPER ASSIGNMENT 9
Conclusion
The research shows how Keller and Hardy's principles enhance strategic HR operations,
namely performance management and development, and employer branding by integrating
modern research and practitioner perspectives from 2021 to 2025. The blended approach
honors biblical calling and human flourishing, while also fulfilling the demands of evidence-
based HR
RESEARCH PAPER ASSIGNMENT 10
practice. The strategic recommendations help faith-based organizations achieve their mission
through sustainable operational practices.
RESEARCH PAPER ASSIGNMENT 11
References
Agovino, T. (2023, April 28). Modernizing the employee performance review. SHRM.
https://www.shrm.org/topics-tools/news/all-things-work/reimagining-performance-
review
Collings, D. G., McMackin, J., Nyberg, A. J., & Wright, P. M. (2021). Strategic human resource
management and COVID 19: Emerging challenges and research opportunities. ‐Journal of
Management Studies, 58(2), 1371–1377. https://doi.org/10.1111/joms.12695 Cosenza, A. C.,
de Souza, C. G., Carvalho, D., Barbastefano, R. G., Santos, G., & Motta
Barbosa, L. C. F. (2025). Green human resource management across literature review:
Performance, patterns, contents and challenges of an emerging research. Employee
Relations: The International Journal, 47(3–4), 574–601. https://doi.org/10.1108/ER-07-
2024-0377
Deloitte. (2025, March 23). Reinventing performance management processes won’t be about
tweaking—companies must define purpose and mindset. Deloitte Insights.
https://www.deloitte.com/us/en/insights/topics/talent/human-capital-trends/2025/
employee-performance-management-optimization-effective-strategy.html
Fita, E., & Musa, E. (2021). Management of human resources practices and the impact on
growth of organization's performance: Acces la success. Calitatea, 22(183), 48–54.
https://go.openathens.net/redirector/liberty.edu?url=https://www.proquest.com/
scholarlyjournals/management-human-resources-practices-impact-on/docview/
2549060206/se-2
Hardy, L. (1990). The fabric of this world: Inquiries into calling, career choice, and the design of
human work. W. B. Eerdmans
RESEARCH PAPER ASSIGNMENT 12
Ivanov, A. (2025). Corporate social responsibility employer branding and employee attraction
and retention: Review of literature and research agenda. BRICS Journal of Economics,
6(1), 53–71. https://doi.org/10.3897/brics-econ.6.e136887
Keller, T., & James, L. (2012). Every good endeavor: Connecting your work to God’s work
(Unabridged).
McKinsey. (2024, May 15). Performance management that puts people first. McKinsey &
Company. https://www.mckinsey.com/capabilities/people-and-
organizationalperformance/our-insights/in-the-spotlight-performance-management-
that-puts-people-
first
Valentine, S. R., Meglich, P. A., Mathis, R. L., & Jackson, J. H. (2025). Human resource
management (17th ed.). Cengage.
Wibowo, I. A., Winarno, A., & Fakhri, M. (2025). The influence of e-recruitment on the intention
of Gen Z to apply: The mediating role of employer branding. Informing Science, 28, 199–
215. https://doi.org/10.28945/5518
