Puritan thinking and eighteenth-century deist thinking Essay

Puritan thinking and eighteenth-century deist thinking - Essay Example The puritan philosophy emphasize on individual freedom and liberties of the common man (Vaughan, 1). The protests of the puritans against the influential power of the Pope exerted a spirit of liberty in other aspects besides theology. The demand for educated clergy brought about encouragement both in politics and intellectual life. Throughout history it has been suggested that the â€Å"Puritan concentration of attention upon the Bible had a remarkable educative effect on many minds† (Stimson, 323). The puritans believe that religion must have the ability to have both intellectual and emotional influence on people. Their demand for reasoning called for a higher intellectual life and activity (Stimson, 323). The most commonly known philosophy of the eighteenth-century deism is that it is God who created the world but thereafter He has not exercised any control over worldly events. In other words, a deist is someone who believes that there is a divine creator but at the same time rejects any divine intervention. According to deism philosophy, â€Å"human reason alone can give us everything we need to know to live a correct moral and religious life† (Craig, 853). There is however one group of deists who believe that God or the divine creator has a future world that stores rewards and punishments for human deeds in the current world. However, the other group rejects this philosophy. There is one common agreement between both groups that claim that only human reasoning can provide answers to questions of life and death, and there is no divine power to provide answer to religious questions that cannot be discovered by human reasoning. Deism emerged during the seventeenth and eighteent h centuries mostly in England, France and America (Craig, 853). Both puritans and deists believe in the God as creator of this world, but the difference lies in

To What Extent Can HRM Be Described as Strategic Essay

To What Extent Can HRM Be Described as Strategic - Essay Example This paper will focus on the extent to which the human resource management can be considered as strategic. Strategic human resource management (SHRM) The purpose of the HR strategies is to guide the human resource management development and implementation programs. The programs dedicate towards the means of communicating to all concerned the intentions of the organization about the management of the human resources. The Human Resource strategies provide a dynamic vision but they also determine to which direction the actions are required to be executed and realized. The strategic human resource management develops a stream of dynamic decisions which help in the formation of a pattern developed by the organization for the management of the human resource and also identification of specific areas which needs to be developed. The strategies will basically focus on the do’s and dont’s of the organization to maintain the organizational health stability (Armstrong, 124). In st rategic human resource management, the functioning system appears in a systematic cycle following a sequenced chronological order. These can be classified into five different dimensions: a) mission and goals, b) environmental analysis ,c) strategic formulation , d) strategy implementation and lastly d) strategy evaluation (Bratton, 40). Validation of strategic human resource management There are limitations to the strategic human resource management. They do not always take into account the circumstances that are unique to a company's structure which may require alteration to regular procedures. The strategic human resource may not be always cost effective in nature since it focuses more towards a centralization-based approach and ignore the factors such as implementation and operating costs (Armstrong, 385). The strategic human resource management may not find its optimal feasibility in smaller companies that do not provide hardcore corporate environment. It can be also said that t he concept of strategic human resource management are based on beliefs about the rationality of the approaches used to develop strategy. The process also seems to underestimate the significance of politics, power, and culture. The implications of the power and politics perspective of the HRM are manifold. It is a fact that anyone who has worked with the organizations in the development of the HR practices such as selection and appraisal systems has inferred that it is political rather than technical or strategic consideration which determines the development of the final product (Armstrong, 278). Focus on organizational processes such as power and influence, institutionalization, conflict and contest for controls needs to be given special emphasis in order to under how the strategic decisions will be successful (Klimosk and Zaccaro). The prevalent conceptualizations of SHRM are depended on the conventional rational perspective to administrative decision-making, acts of linear planni ng and choice and action. Managerial fallacy Critical organizational theorists have criticized these assumptions stating that the strategic decisions are not necessarily based on the output of rational calculation. The theorists argue that the image of the manager as a reflective planner and strategist is based on a