REPLIES: INSTRUCTIONSThe student must reply to at least two classmates’ threads by 11:59 p.m. (ET) Sunday of theassigned Module: Week. Your replies must include meaningful and substantive contributions tothe discussion, and ideally provoke and challenge the thinking of your colleagues. Each replymust be 200-300 words.Replies: Specific Reference RequirementsFor Discussion Replies: Introducing HR and Christian Worldview and Discussion Replies: Shapingthe Future of HR, include a references section, and be sure to have in-text citations for thefollowing sources:• At least 1 citation from Valentine: Human Resource Management.• At least 1 citation from Keller: Every Good Endeavor: Connecting Your Work toGod’s Work.• At least 1 citation from a related scholarly journal.For Discussion Replies: Exploring Employee Engagement, Globalization, and ChristianWorldview and Discussion Replies: Exploring Job Design, Staffing, and ChristianWorldview, include a references section, and be sure to have in-text citations for the followingsources:• At least 1 citation from Valentine: Human Resource Management.• At least 1 citation from Hardy: The Fabric of this World: Inquiries into Calling,Career Choice, and the Design of Human Work.• At least 1 citation from a related scholarly journal.
Reply # 1:
In The Fabric of This World, Hardy (1990) gives his idea that vocation is participation in God’s plan by using meaningful labor. Hardy’s idea of the “divine economy” is that work is a way to serve others and glorify God. This idea goes with modern human resource management (HRM) principles that focus on meaningful job design and employee engagement. When using Valentine et al. (2020) HR frameworks coupled with Hardy’s views, it will make it easier to recruit and retain employees who are purpose-driven and values-aligned.
Divine Economy
Hardy (1990) believes that vocation means discovering and fulfilling God-given purpose through labor. In the divine economy, work is valuable because it serves God and others, involved in the restoration of creation. This goes with Valentine’s ideas of job design principles like the Job Characteristics Model, which focuses on skill variety, task identity, and task significance as important to creating meaningful and motivating roles (Valentine et al., 2020).
A 2023 article by Bryant et al. believed that employees that view their roles as morally and socially significant are more engaged and resilient. This goes with Hardy’s ideas by affirming that people thrive when they understand their work is contributing to something greater than themselves. Those jobs allow employees to fulfill their calling, which improves commitment and performance.
Organizations that design jobs with clear purpose and social impact go with the biblical teachings of Ephesians 2:10 (ESV, 2001) which says, “For we are God’s handiwork, created in Christ Jesus to do good works, which God prepared in advance for us to do.” By structuring jobs to reflect employees’ gifts and contributions to others they can mirror this intent.
Engagement/Retention
Hardy’s focus on vocation goes directly with employee engagement and retention strategies. Valentine et al. (2020) described engagement as the emotional and intellectual commitment that employees have toward their organization, which influences performance and turnover. When employees believe their work has a spiritual and societal value, they are more likely to invest themselves.
In a 2024 article published in the Asian Academy of Management Journal, Wahab found that employees who identified with the ethical purpose of their work showed higher retention rates and job satisfaction. This goes with Hardy’s vocational model and Valentine’s ideas that psychological meaningfulness is what drives engagement (Valentine et al., 2020). Employees engaged at that level of vocation see their tasks as part of their spiritual and personal identity and not just an occupational responsibility.
Hardy’s view also pushes HR to promote autonomy and purpose in work. When employees experience alignment with their values and the organization’s mission, they may show better organizational citizenship and lower turnover rates. Proverbs 16:3 (ESV, 2001) says, “Commit to the Lord whatever you do, and he will establish your plans.”
HR Implications
Hardy and Valentine’s views have important implications for recruiting and selecting the right employees. First, HR professionals need to look beyond skills and qualifications to assess the person–organization fit. Valentine et al. (2020) focus on hiring individuals who align with the organization’s mission, values, and culture. Applicants whose internal sense of calling goes well with the organizational purpose, are more likely to demonstrate long-term engagement.
Second, organizations should use questions about purpose and calling into their selection processes. Behavioral interviews, values, and scenario-based assessments can show a candidate’s deeper motivations. This approach is seen with Wahab (2024), who advocate for values-based hiring to increase alignment and retention.
Strategic recruitment should appeal to job seekers’ desire for meaningful work. This includes having messages in job postings that show the organization’s social or spiritual mission, which can attract value-driven applicants. Valentine et al. (2020) suggest using employer branding as a tool to communicate these values.
From a biblical perspective, this goes with 1 Peter 4:10 (ESV, 2001) which says, “Each of you should use whatever gift you have received to serve others, as faithful stewards of God’s grace.” Recruitment and selection are not just HR tasks; they are opportunities to match God-given gifts with opportunities to serve.
Conclusion
Hardy’s vision of vocation within the divine economy gives a lens to view HRM practices. His emphasis on meaningful work goes with Valentine’s frameworks on job design and employee engagement, and research affirms that spiritually grounded and values-aligned work leads to higher satisfaction, commitment, and retention. HR professionals need to integrate theological and empirical views in their strategies and design roles that create purpose and to recruit people who are motivated by a calling. By doing this, organizations reflect best practices and biblical truth that creates workplaces that nurture the whole person for the glory of God and the good of others.
References
Bryant, R., Lysova, E. I., & Khapova, S. N. (2023). Calling for a meaningful contribution? bridging contributing to society with motivation theory. Frontiers in Psychology, 14, 1186547. to an external site.
Hardy, L. (1990). The Fabric of This World: Inquiries into Calling, Career Choice, and the Design of Human Work. Wm. B. Eerdmans Publishing Co.
Holy Bible, English Standard Version (2001) Crossway. (Original work published 2001)
Valentine, S., Meglich, P. A., Mathis, R. L., & Jackson, J. H. (2020). Human Resource Management (16th ed.). Cengage Learning.
Wahab, M. A. (2024). Building a value-based workforce through islamic work value-based recruitment: A conceptual review. Asian Academy of Management Journal, 29(1), 255-283. to an external site.
Reply # 2 :
Exploring Job Design, Staffing, and Christian Worldview
Vocation and “Divine Economy”
Hardy (1990) explores the concept of vocation in his third chapter, examining how one’s job can help promote God’s love and benefit mankind. Many are unable to work in a ministry; however, Lee Hardy notes that we can still give, serve, and participate in ministering to the needy and less fortunate. One’s job can help promote God’s love by providing financial means to assist others. For some, their job can be the same as their vocation, and their employment allows them to volunteer their time and talents within their calling. For others, their vocation may not be what they believe God has called them to do, but they are happy to serve God where they are in any job or opportunity God provides. When a Christian can serve God in any capacity and do so with joy, then they are increasing the “Divine Economy”.
Human Resource Practices
Meaningful Work
Tyssedal (2023) examines the concept of meaningful work, specifically the distinction between the inherent meaning of work and the meaning it derives from. When there is a good reason to complete the work, it is considered meaningful; this is an ecumenical definition. Work can add meaning to our lives by giving us a purpose and an outlet for generosity; this can make work feel meaningful and is a subjective experience.
Martela et al. (2021) discuss the importance of meaningful work and the roles autonomy and beneficence play in achieving it. When the psychological needs of autonomy, competence, and relatedness are met through our work, job satisfaction, engagement, commitment, and dynamic performance are the results. Fostering a sense of meaningfulness for employees increases employee satisfaction, performance, engagement, and retention.
Work Performance
Hardy (1990) warns us about the dangers of workaholism, where our work and the affirmation we receive become more important than our relationship with God and our loved ones. Work idolatry forces our lives out of balance, ruining relationships and leaving us with regret in the end. This by no means affords us the excuse to be lazy and unproductive; rather, we are called to be diligent and good stewards with our lives.
Karatepe (2013) examines how employee engagement enhances employee performance, ultimately contributing to successful business practices and increased profits. Empowering employees through training, autonomy, and benefits inspires them to high performance. Employers must appreciate and encourage a work-family balance. Engaged, high-performing employees can become disgruntled and disengaged if they experience burnout.
Valentine et al. (2025) note that job analysis and design can improve employee performance. For instance, when employers are willing to design flexible work schedules that are appropriate for employees, then the employees feel appreciated, trusted, and valued, which leads to increased productivity, engagement, and job satisfaction.
Employee Engagement and Retention
Martela et al. (2021) found that employee engagement and retention are positively affected by offering a meaningful work environment. Managers must understand how to create and sustain a sense of meaningfulness and provide positive reinforcement feedback. Additionally, informing employees about how their work affects the company and its customers can also influence an employee’s level of engagement and retention.
Valentine et al. (2025) explain how turnover can increase expenses and decrease revenue. Recruiting, retaining, and engaging talented employees is a vital part of a company’s strategic plan. Strategy is not just about marketing and reaching customers; it also involves internal customers. Keeping caring, responsible, and happy employees is a strategy for success.
References
Hardy, L. (1990). The fabric of this world: Inquiries into calling, career choice, and the design of human work. W.B. Eerdmans.
Karatepe, O. M. (2013). High-performance work practices and hotel employee performance: The mediation of work engagement. International Journal of Hospitality Management, 32, 132-140. to an external site.
Martela, F., Gómez, M., Unanue, W., Araya, S., Bravo, D., & Espejo, A. (2021). What makes work meaningful? Longitudinal evidence for the importance of autonomy and beneficence for meaningful work. Journal of Vocational Behavior, 131, 103631. to an external site.
Tyssedal, J. J. (2023). Work is meaningful if there are good reasons to do it: A revisionary conceptual analysis of ‘Meaningful work’. Journal of Business Ethics, 185(3), 533-544. to an external site.
Valentine, S. R., Meglich, P., Mathis, R. L., & Jackson, J. H. (2025). Human Resource Management.
