Introducing HR and Christian Worldview

Christian theologians hold a consensus regarding the foundational concept that the

essential nature of human beings is derived from their origination in the likeness of the divine

(Sands, 2010); as cited by Busuttil & Van Weelden, 2018). This is articulated in the scriptural

passage Genesis 1:27 NRSV, where it is affirmed that humanity was brought into existence

bearing the divine resemblance (Busuttil & Van Weelden, 2018). The exhortation found in 1

Peter 4:10 encourages the responsible administration of the abundant benevolence bestowed by

God, compelling individuals to mutually serve one another by employing the distinctive

endowments each has been granted (Busuttil & Van Weelden, 2018). Sands (2010) contends that

Barth's thought reflection of the divine likeness within humans is not confined to isolated

individuals but rather thrives within the context of interpersonal relationships, echoing the

relational nature of God's own being (cited by Busuttil & Van Weelden, 2018). The theological

framework of Bonhoeffer concerning imago Dei is expounded upon within a communal setting,

encompassing both individual and collective dimensions (Green, 1999; as cited by Busuttil &

Van Weelden, 2018). This substantiates the formulation of a theology centered on communal

interconnectedness, firmly rooted in an interpretative paradigm that emphasizes the relational

conception of humans fashioned in the divine image (Busuttil & Van Weelden, 2018).

The field of human resource management has undergone significant development since

its inception in the early 1900s (Valentine et al., 2021). It pertains to creating structured

frameworks within an organization to oversee the human workforce with the aim of achieving

organizational objectives (Valentine et al., 2021). According to Valentine et al. (2021), whether

within a sizable enterprise employing thousands or a smaller non-profit entity with a staff of ten,

the processes of employee recruitment, choice, skill enhancement, recognition, supervision, and
retention are imperative. The author focused that the successful execution of these functions

relies on understanding the prevailing employee considerations and organizational

circumstances; an in-depth investigation into these matters, alongside insights gleaned from

prosperous methodologies, constitutes the foundation of proficient HR management.

In organizations with established Human Resources (HR) departments, there are

generally three distinct roles that individuals within these departments may assume (Valentine et

al., 2021). According to Valentine et al. (2021), the prominence of a particular role, or whether

all three roles are enacted, is contingent upon the organization's managerial expectations of HR

and the skill set possessed by its HR personnel. According to the authors, the subsequent

delineation provides a more comprehensive insight into the following three roles- a)

Administrative Role: Primarily centered on clerical tasks, record maintenance, inclusive of

essential legal documentation, and the implementation of organizational policies; b) Operational

and Employee Advocate Role: Involves overseeing HR functions aligned with management-

identified strategies and operations, while also championing employee matters and concerns; c)

Strategic Role: Involves contributing to the formulation and execution of business strategies

concerning human capital and its contribution to overall organizational outcomes. Several

pertinent strategic concerns are presently arising within the realm of business. These encompass

a heightened priority placed on sustainability (or corporate social responsibility), a concentration

on harmonizing work and personal life, as well as the formulation of measures designed to

augment the cultivation of exceptional skills and abilities. Strategic Human Resource

Management (SHRM) involves the harmonization of an organization's human resource

management (HRM) practices and their subsequent results with the overarching strategies and

achievements of the organization, specifically regarding the attainment of an enduring

competitive edge (Barney & Clark, 2007; Boxall & Purcell, 2011; Tichy et al., 1984; Wright et

al., 1994; as cited by Jonsen, 2017).

According to Valentine et al. (2021), while historically, the administrative role has been

the prevailing focus of HR, the operational and employee advocate roles are gaining prominence

across many organizations. The authors continued that the strategic role necessitates the

capability to participate in strategic decision-making and gain recognition from upper

management for such contributions. The authors focused on the fact that his trend is likely to

expand, as organizations increasingly involve HR groups in strategic planning and strive to

enhance employee strategic acumen. Concurring with the authors, it is imperative for HR staff to

possess a comprehensive understanding of the business, ensuring that their strategies are aligned

with the organization's requisites.

Contemporary investigations into faith-inspired Human Resource Management (HRM)

practices predate the recent theological shift in this field (Dyck & Wiebe, 2012; as cited by

Jonsen, 2017). For instance, Hoover (1990) presented an initial framework of HRM principles

derived from biblical sources, focusing on managing various HRM-related managerial inquiries

(as cited by Jonsen, 2017). Similarly, Chewning, Eby, and Roels (1990) discussed diverse HRM

practices within the broader scope of faith-oriented management. Scholars like Cafferky (2012)

and Dyck and Neubert (2010) examined HRM practices from a theological perspective in their

introductory management textbooks (as cited by Jonsen, 2017). Nyambegera (2005) and Roberts

(2015) extended these investigations into comprehensive studies, with Roberts (2015)

constructing an HRM framework based on servant leadership (as cited by Jonsen, 2017). Going

beyond general coverage, researchers have also scrutinized specific HRM practices within the

context of faith-centered management dialogues (as cited by Jonsen, 2017). These practices (as
cited by Jonsen, 2017) encompass remuneration (e.g., Alford & Naughton, 2001; Chewning et

al., 1990; Naughton, 2005), performance evaluation (e.g., Chewning et al., 1990), learning and

human development (e.g., Alford & Naughton 2001; Chewning et al., 1990), structural design of

organizations (e.g., Dyck, 2013; Franz, 2014), and job structuring (e.g., Alford & Naughton,

2001). However, all these discussions converge around the domain of HRM (Jonsen, 2017).

The benevolence of God's love empowers Christian leaders, such as Truett Cathy, to manage

human connections and societal assets (Turner, 2016, as cited by Stuebs & Kraten, 2021).

In the context of character development and business administration, Solomon presents

two pertinent principles: servanthood and foresight (Stuebs & Kraten, 2021). Identifying himself

as a servant of both God and His people, Solomon's servant-oriented disposition significantly

contributes to his effectiveness (Menking, 2017, as cited by Stuebs & Kraten, 2021). Stuebs and

Kraten (2021) asserted that Solomon envisioned a righteous and prosperous future for Israel,

marked by affluence, economic advancement, and social enlargement. Similarly, individuals can

embrace a comprehensive purpose guided by God's love, fostering an optimistic future where

they serve both God and others (Stuebs & Kraten, 2021).

It is evident that God's benevolent design always incorporated the engagement of humans

in the continual rhythm of labor and repose (Witherington, 2011 as cited by Keller & Alsdorf,

2012). Employment represents one of the methods through which we contribute our usefulness

to others, as opposed to merely leading a self-centered existence (Keller & Alsdorf, 2012). As per

Keller & Alsdorf's (2012) perspective, the holistic outlook on work within the context of God's

creation can be summarized as follows: Humans were intentionally created by God for the

purpose of engaging in work (design); work bestows a sense of honor upon humans (dignity);

God's creative process is ongoing through the efforts of humans in their work (cultivation); and
humans express their love for God and fellow beings through the act of working (service). In line

with Hardy's findings in 1990, work undoubtedly serves as a primary factor for bringing

individuals together within society, directs our daily routines, structures our schedules, and

facilitates our interactions with others. Therefore, the thoughts of Keller & and Alsdorf (2012)

resonate with Hardy’s introductory thoughts undoubtedly.

References

Busuttil, L., & Van Weelden, S. (2018). Imago Dei and Human Resource Management: How Our

Understanding of the Breath of God’s Spirit Shapes the Way We Manage People. Journal

of Biblical Integration in Business, 21(1), 9–20.

https://cbfa-jbib.org/index.php/jbib/article/view/488

Hardy, Lee. (1990). The Fabric of This World: Inquiries into Calling, Career Choice, and the

Design of Human Work. Wm. B. Eerdmans Publishing Co.

Jonsen, R. (2017). Strategic Person and Organization Development: Implications of Imago Dei

for Contemporary Human Resource Management. Journal of Biblical Integration in

Business, 20(1), 8–23. https://cbfa-jbib.org/index.php/jbib/article/view/456

Keller, T., & Alsdorf, K. (2012). Every Good Endeavor: Connecting Your Work to God's Work.

Penguin Group (USA) Inc.

Stuebs, M., & Kraten, M. (2021). Solomon’s Lessons for Leading Sustainable Lives and

Organizations. Journal of Biblical Integration in Business, 24(1), 61–71.

https://www.cbfa-cbar.org/index.php/jbib/article/download/597/599/
Valentine, S., Meglich, P., Mathis, R., & Jackson, J. (2020). Human Resource Management.

Cengage Learning.