Christopher Hbusi 750 Db 2 Exploring Employee Engagement Globalizati ✓ Solved

Christopher 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), . 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. 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). to an external site. Valentine, S., Meglich, P., Mathis, R. (2020). Human resource management (16th ed.). Cengage.

Kevin B 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.

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Exploring Employee Engagement, Globalization, and the Christian Worldview

In a contemporary workplace that thrives on diversity and inclusivity, the perception of work and employee engagement has evolved significantly. Drawing from Hardy (1990), one can understand the theological evolution of work, and its implications extend to employee engagement, retention, and globalization within human resource management (HRM). Hardy’s assertion that all work is a divine vocation resonates with modern HR practices, emphasizing engagement as crucial for employee satisfaction and retention. This paper explores these connections and highlights the importance of aligning work with a sense of calling while considering the implications of globalization.

The Theological Perspective of Work

Hardy (1990) advocates for a view of work that transcends mere economic considerations. In his exploration, work is perceived as a divine calling intricately linked to God’s overarching design for humanity. This theological understanding implies that every form of labor holds dignity and is a means for individuals to express their purpose in alignment with God’s will. Hardy illustrates this by referring to the Protestant Reformation figures—such as Martin Luther and John Calvin—who emphasize that all work, regardless of nature, holds intrinsic value. Luther’s perspective that labor mirrors salvation supports the idea that engaging in one’s vocation is a calling initiated by divine purpose (Keller & Alsdorf, 2012).

Personal Reflection on Hardy’s Perspective

Upon reflection, Hardy's viewpoint profoundly resonates with many professionals today, urging us to reconsider career decisions beyond financial motivations (Keller & Alsdorf, 2012). The Biblical encouragement to commit one’s actions to the Lord (Proverbs 16:3) enriches the understanding of work as intrinsically meaningful rather than merely transactional. Individuals can pursue personal growth, financial stability, and spiritual fulfillment through their professional endeavors. Therefore, it’s essential to see work as more than a means to an end; it also serves as a pathway to deeper personal and spiritual engagement.

Employee Engagement and Engagement Strategies

Employee engagement, understood as the emotional connection employees feel toward their work and their organization (Valentine et al., 2020), plays a critical role in maximizing productivity and organizational effectiveness. Valentine et al. (2020) emphasize that engagement differs from mere satisfaction, as it incorporates the employees’ understanding of their roles and the organization’s goals.
1. Alignment with Vocation: Organizations can leverage Hardy’s perspective by facilitating environments where employees can understand and explore their vocational calling. This can be achieved through strategic HR initiatives involving career counseling and mentorship, aimed at helping individuals recognize their unique contributions to the organization (Valentine et al., 2020).
2. Flexible Work Arrangements: Flexibility in work arrangements has become an essential factor driving employee retention in contemporary organizations. Choi (2020) notes that employees increasingly value flexible work arrangements that support their work-life balance. When organizations recognize the importance of providing such flexibility, they foster loyalty and enhance employee engagement. Employees are likely to exert increased effort and demonstrate greater loyalty when their flexibility needs are met (Choi, 2020).
3. Recognition of Contributions: HR strategies should incorporate comprehensive recognition programs that celebrate meaningful contributions beyond monetary rewards. Recognizing the relevance and impact of an employee’s role in fulfilling the organization's mission fosters commitment and loyalty (Valentine et al., 2020).

Retention through Meaningful Work Environments

Organizations can enhance employee retention by embedding meaning into work experiences. Research by Wen et al. (2021) shows that ethical leadership can positively influence innovative behavior, which highlights the importance of cultivating a workplace environment where employees feel valued. Purpose-driven leadership is crucial for inspiring and guiding employees, allowing them to connect their roles to higher purpose and fulfillment beyond the economic aspect of their jobs (Valentine et al., 2020).

Globalization and Cultural Sensitivity in HR Practices

As businesses continue to expand globally, the cultural dimensions of work necessitate heightened sensitivity in HR practices. Hardy’s theological framework invites HR professionals to recognize the diverse cultural perspectives regarding work globally. An inclusive workforce promoting various cultural understandings can thrive in a complex global landscape. Valentine et al. (2020) advocate integrating cultural competence training into HR practices, which helps employees appreciate diverse work philosophies and promote an inclusive work environment.
Additionally, employing multicultural talents will help enhance organizational performance by sparking innovation and enabling more extensive collaboration across diverse teams (Hong & Minbaeva, 2022). Such HR practices enable organizations to harness the unique strengths of their multicultural workforce while aligning with God’s calling for a harmonious work environment.

Conclusion

In conclusion, Hardy's theological exploration of work adds significant depth to our understanding of employee engagement. By integrating Hardy's insights into HR practices, organizations can create cultures that promote not only employee engagement and retention but also navigate the complexities of a globalized workforce. The interconnectedness of spiritual engagement, organizational engagement practices, and cultural sensitivity contributes to a holistic understanding of work in God's world, ultimately fostering deeper fulfillment and productivity.

References

Choi, S. (2020). Flexible work arrangements and employee retention: A longitudinal analysis of the federal workforce. Public Personnel Management, 49(3), 307-332.
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.
Keller, T. (2012). Every good endeavor: Connecting your work to God’s work. Penguin Publishing Group.
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., Meglich, P., Mathis, R., & Jackson, J. (2020). Human resource management (16th ed.). 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, 13(3), 1359.