The Impact of Training and Development on Employees...

Impact of Training and Development on Organizational Performance Abstracts - Training and Development, On the Job Training, Training Design and Delivery style are four of the most important aspects in organizational studies. The focus of current study is to understand the affect of Training and Development, On the Job Training, Training Design and Delivery style on Organizational performance. The back bone of this study is the secondary data comprised of comprehensive literature review. Four Hypotheses are developed to see the Impact of all the independent variables on the overall Organizational Performance. The Hypotheses show that all these have significant affect on Organizational Performance. These Hypotheses came from the literature†¦show more content†¦The focus of current study is to understand the effect of Training and Development, On the Job Training, Training Design and Delivery style on Organizational performance. The back bone of this study is the secondary data comprised of comprehensive literature review. Four Hypotheses are developed to see the Impact of all the independent variables on the overall Organizational Performance. The Hypotheses show that all these have significant effect on Organizational Performance. These Hypotheses came from the literature review and we have also proved them with the help of literature review. Results show that Training and Development, On the Job Training, Training Design and Delivery style have significant affect on Organizational Performance and all these have positively effect the Organizational Performance. It means it increases the overall organizational performance. We also prove our Hypothesis through empirical data. However, results are strongly based on the literature review.Results show that Training and Development,On the Job Training and Training Design and Delivery style have significant effect on Organizational Performance and all these have positively effect the Organizational Performance. JulyShow MoreRelatedThe Impact of Training and Development on Employee Performance and Organizational Growth1454 Words   |  6 Pagesedge, but most scholars argue that human resource functions becomes only operational when training has run through them all. This places training and development as an essential function in the survival of any organization. Increasingly, high performance organizations today are recognizing the need to use best training and development practices to enhance their competitive advantage. 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Critically Assess Whether Strategic Hrm Leads to ‘High Performance’’ free essay sample

Two theoretical perspectives to the Strategic Human Resources Management (SHRM) will be introduced and compared to determine whether they manage to ‘high performance’ or not. First, the Universalist approach is ‘one best way’ of dealing human resource to improve business performance. Second, the Contingency approach is to align HR policies and practices with the details of business strategy to create a positive impact on business. In addition, two examples: a large company and a medium-size company will be used to illustrate both approaches practically. At the same time, there are issues associate with theoretical perspectives that need to be discussed. Such issues are the implementation problems as well as the measurement problems. After all, the question will be answered with analysing all of the above. The advantages and disadvantages of each approach will be identified by gathering views of researchers. To the final stage, both approaches are being recognised if the linkage is existence to ‘high performance’ and to the level of measure that are being noticed. Different approaches to SHRM * Universalist approach A Universalist approach is known as ‘best practice’ human resource management (HRM). This approach describes there is ‘one best way’ to manage people in order to improve organizational performance. It argues that all organizations, regardless of sector, size or country, will benefit from identifying, gaining commitment to and implementing a set of best HRM practices. The job of a researcher is to identify what the practices are, and a job of HR professional to implement them. For example, a research from Delery and Doty (1996) identify certain practices that improve organizational performance. The detailed components are ‘high performance work systems (HPWS)’ Berg (1999); Appelbaum et al (2000), ‘high commitment management’ Walton (1985); Guest (2001a, 2001b) and ‘high involvement management’ Wood (1999a). Another researcher by Jeffrey Pfeffer (1998) identifies that seven universally applicable practices will benefit all firms. The components include: 1) Employment security, 2) Careful hiring, 3) Self-managed teams and decentralized decision-making, 4) Comparatively high compensation, 5) Extensive training, 6) Low status distinctions and barriers, 7) Extensive sharing of financial and performance information. The implication is that when a coherent bundle of HR practices is outlined, the integrated HR practices will impact positively on organizational performance. The ‘best practice’ HRM sees there is ‘one best way’ of managing people and that is appropriate across all circumstances. * Contingency Approach On the other hand, the Contingency approach is known as ‘best-fit’ HRM. It takes account of factors such as organizational size, location, sector, strategy and the nature of work. Baird and Meshoulam’s (1998) model advocates that HRM approaches will differ giving to different life-cycle stages. These life cycle stages ranges from start-up to maturity. While an organization is growing and maturing over time, it becomes gradually complex. Therefore, more sophisticated HR structures and policies are needed. This approach focuses on two types of ‘fit’ and ‘line management integration’. The first type is ‘External fit’ and it is commonly known as ‘vertical fit’. It is in coherence and alignment with business strategy and external market factors. When HR policies and practices are aligned to strategic focus, performance will improve. Porter’s (1985) strategic options on 1) Cost Leadership, 2) Differentiation and Innovation and 3) Focus are adopted. The second type is ‘Internal fit’ and it can also interpret to ‘horizontal fit’. HR policies and practices are all fit together so that they are in coherence. They are also mutually reinforcing and are applied continuously. Jeffrey Pfeffer’s (1998) seven practices are adopted. Lastly, ‘Line management integration’ is when line managers act as a critical character in implementing HRM strategy. Best-fit’ HRM suggests that the best to manage people will vary depending on organizational circumstances, and hence, the link to business strategy is key. Empirical evidence of SHRM model * A large company – Tarmac The UK quarrying company Tarmac has over 12500 employees at present. The operations function is key to overall company’s performance. It needs the support of finance managers, zone managers and H R managers. A finance manager delivers financial and management accounts to contribute the strategic decision-making process by forecasting financial performance. A zone manager manages operational performance. They meet and improve targets for cost, quality, delivery, safety and business ethics shown in key performance indicators (KPIs). Lastly a HR manager ensures business managers apply HR policies and procedures. The company’s goal is to achieve objectives by motivating all individuals working together as one team across the business units and functions. Each objective has its strategies. The followings practices are to achieve ‘Engage employees’ and ‘Act Responsibly’ objectives. Firstly, Tarmac focuses on a high level of employee involvement and encourages high employee commitment to the organization so that workers feel they are trusted and treated in an open and positive attitude. For example, employees regularly discuss with managers about their viewpoints within development teams. This helps workers feel part of the wider team, strengthens employee engagement and commitment to the company. Secondly, team-working practices create a closer supervision and a flat hierarchy. A coaching style manager develops employees to manage themselves rather than to manage each task. Employee’s suggestions are offered, and this contributes to improvements in organizational performance. An example of Tarmac targets and measures a decline in waste. In 2010, eighteen workshop-training sessions were held for all site employees on CO2 awareness and energy. All district managers were involved in the programme. Some external experts from Carbon Trust were also invited to support the rollout of the training programme. As a result, Tarmac gained benefit from 500 energy and CO2 reduction. Overall, Tarmac adopted a high commitment strategy to meet the objectives. Therefore, it improved the company’s performance. * A small-medium size company – i-LEVEL i-Level is one of the most innovative digital media companies and is ranked the ‘Sunday Times 100 best companies to work for’ in 2004. It has a size of workforce of 60 employees. The i-Level company has a high level of financial performance. There was a 33 per cent increase in earnings per annum. Their guiding principles are used as a framework. This is to ensure the internal fit and the external fit of company. The company is at the growing stage which a lot of the recruitment effort is on discovering the potential staff. -Level frequently seeks appropriate employees to be supported to work with the company. To fit HR policies and practices together, i-Level uses physical arrangements to remove top-down hierarchy in order to encourage employees’ participation, communication, creativity, self-managed teams and organisational values. As a result, a complete, open plan office is the environment where employees conduct their normal day-to-day operations. Moreover, i-Level sees pay is significant for performance. 15 per cent of the company’s pre-tax profit is kept for performance bonuses from 2003 to 2004. Meanwhile, the company argues pay is not their primary motivating force. On the other hand, the company aligns with business strategy and external environment by providing training courses for technical skills in media advertising. The company also offers an unusual training budget. There is an annual allowance provided for personal training and development purposes that are no obvious relation with work. The belief is to develop the skills and interests of workers in ways not studied before. This is expected to enhance i-level workers’ innovative thoughts at work through practices outside the company’s work area. To summaries, i-LEVEL achieves competitive advantage through innovation and which competes in very tight labour markets. It adopted Porter’s strategic option of ‘Focus’ and Pfeffer’s 7 practices to enhance the companys performance. Additional issues to reflect * Problems of implementation Line managers are central HRM performers in the organization, and they play a vital role in implementation of HR policies and practices. They influence their team‘s performance in a direct manner. A number of factors account for the line management problem. Firstly, it seems there is devolution to line managers. For instance, line managers do not want the responsibility of being a line manager or do not have enough time to deal with it accurately. They might not have the skills to handle HR issues successfully or are unaware of recent developments in view of HRM. Some managers do not consider a long-term view of the company or are inefficient for making policy in this area. Secondly, McGovern et al (1997), Marchington (2001) and Hutchinson and Purcell (2003) identify there are differences between ‘espoused’ and ‘actual’ policies that are relatively recognized to line managers. For example, some policies are normative rather than positive. Some descriptions of policies and practices are in general terms rather than analytical about actual situations. Hence, managers are unable to implement them specifically to meet the company’s goals. Furthermore, a broader issue, the line manager jobs in firms become progressively complex due to new firms’ structures. For instance, virtual and network companies have less clear line manager characters than the layered hierarchical company. One observable implication is pressure for reducing the size of the HR department. There will be a cut down in numbers of HR professionals. Ultimately, these factors all affect the organizational performance due to unsuccessful implementation of HR policies and practices. * Problems of measurement Fitzgerald (1991) and Neely (1998) stated that performance measurement is a key issue in guaranteeing the effective implementation of a firm’s strategy. However, using inadequate measurements is poor in supporting managements’ business objectives. The followings are the circumstances. Scientists use large-scale data groups made self-completed questionnaires. This will lead to two problems. First of all, there is dependence on one person, to represent the whole group. Secondly, there is dependence on a design of questionnaires. For example, respondents are answering yes or no questions rather than giving thoughts and opinions. This type of questions may generate a less accurate result. Moreover, there is uncertainty of how the data should be gathered, presented and analysed. The major problem is mis-reporting single respondents. Respondents may have limited knowledge of the area and use of policies. Furthermore, the measures of performance commonly take account of the financial performance, whereas there is a few findings focus on the broader issue of employee attitudes and well-being. Equally, there are matters to the range of HR practices. For instance, a report shows statistics of whether a company has self-managed teams, some may look at the proportion of workers running in a self-managed team. Lastly, Atkinson (2005) suggests that the measurement of productivity in the service sector can be exceptionally challenging. It is always easy to get typical, comparable financial statistics. To sum up, the measurement of data are related to the level of relevance to business performance. Critical analysis of the beyond * Best practice Pros amp; Cons Research states there is a positive link between the HR practices and organisational performance. Firstly, Huselid (1995, p. 667) discovered that ‘the degree of returns for investments in High Performance Work Systems is significant’. In fact, ‘A one standard deviation rise in High Performance Work Systems practices is associated with a comparative 7. 5 per cent drop in labour turnover. On ‘per employee’ base, $27,044, $18,641 and $3814 more in sales, more in market value and profits respectively. Secondly, the workplace employee relation survey (Cully et al 1999) indicates that there is 14 per cent of organisations adopted high commitment strategy. In contrast, researcher (Delery 1998) also emphasized ‘deadly’ bund les of practices need to be avoided. For example, it occurs to managers giving reward based on individual performance while they are working as a team. Furthermore, Boxall and Purcell (2003, p. 64) commented while multi-national companies make the effort standardise their practices across nations, national perspective and organisational sectoral perspectives show criticism on the effectiveness of these practices. Marchington and Grulis (2000, p. 1117) argue the most common example is in labour intensive organisations recognise costs are expensive when they use these practices. To summaries the best practice approach, Guest’s (1987) argues that there is no best practice. At the same time, he also suggests a set of best practices such as high commitment management is the route to survival of UK business. This leads to an argument that in order to enhance company performance, managers must alter their HR policies and practices to the framework that is operational. The interpretation comes to ‘best-fit’ approach. * Best-fit Pros amp; Cons Thompson (2000) conducted two studies of firms in the UK aerospace industry. His first study in 1997 showed that with higher levels of value added per worker encourages greater diffusion of innovative working practices with their non-management employees. These organisations are towards to more heavily engaged in specialist production for niche markets and hired technical and professional workers. The second study in 1999 showed evidence that organizations introduced a larger number of high performance work practices had much enhanced business performance. As a result, companies moving from less than five to more than six innovative practices created a 34 per cent increase in value added per worker. On the other hand, Miles and Snow (1984) align suitable managerial types to three genetic strategies of prospector, defender and analyser. If managerial properties and skills are aligned to company strategy, there will be a higher level of link to organisational performance. Thomas and Ramaswamy (1996) offered such support. As a result, performance in aligned firms was statistically excellent. In comparison, (Purcell 1999 p. 35) outlines that a number of successful organisations features that are unable to model. These are the cultural norms that have been developed gradually over a long period associated with accomplishment. It is easy to identify the key factors that drive to success. Especially when the organisations are large and complex. Imaginably the major problem is that many organisations exist inside complex external environments with multiple contingencies that are not to be ignored or recognized. * Comparing both approaches Each approach has advantages evidence and disadvantages evidence. It could be argued that different approaches can apply in different sectors. For example, Guest (2001) advocates that there is the possibility that a high commitment management is most applicable in manufacturing i. e. Tarmac, while strategic choice for fitting with business strategy, is more credible in the service sector i. . i-LEVEL. As a whole, critically discuss the link between SHRM and performance. Evidence from Patterson et al (1997) examined sixty-seven manufacturing businesses in the UK for a period. The outcomes were 19 per cent of profitability and 18 per cent of the variation in productivity could be certified to HRM practices. This demonstrated HRM practices has a positive impact on organisational performance. C onclusion In summary, SHRM consists of a number of practices and is an organization level analysis of how HRM systems impact on performance. Two theoretical perspectives outline different views. The ‘best-practice’ approach defines there is ‘one best way’ of managing people. It is appropriate across all circumstances. Whereas ‘best-fit’ approach terms the best to manage people will change depending on organizational circumstances. It highlights the essence of linking business strategy. Tarmac was used as an example. It applied the ‘best practice’ approach and adopted a high commitment strategy to meet the objectives. Hence Tarmac improved its firm’s performance. I-Level was used an example to describe the competitive advantage the company had achieved through innovation while competing in extremely tight labour market. It adopted Porter’s strategic option of ‘Focus’ and Pfeffer’s 7 practices to enhance the firm’s performance. Empirical evidences show both organisations are successful with adopting different approaches to their specific, targeted firms. These firms had a positive impact on performance. This can be concluded that SHRM has a clear link to business performance practically. In depth, other issues such as implementation and measurement roblems are considered. Problems of implementation affect the organizational performance due to unsuccessful implementation of HR policies and practices in line management. On the other hand, problems of measurement are valued on the basis of how easy and difficult the data is to represent and most importantly the level of relevance to business performance. If the r elevance is slight, it may have little or no impact on business performance. In the final stage of comparing both approaches, many researchers’ point of views is gathered. ‘Best-practice’ approach has advantages and disadvantages. It seems to argue that high commitment management is the route to successful business performance. On the other hand, the advantages and disadvantages of ‘best-fit’ approach suggest that applying this approach can be rigid and inflexibility due exists of complex external environments. Furthermore, in recent arguments, the product labour market seems to be emerged to a new post-industrial age where employers will tend to hire self-employed workers to carry out specific, time-limited projects for companies. This is due to the prediction of radical change. It can lead to a view that ‘best-fit’ approach should to be managed appropriately. This means practices should be adequate in different company’s life-cycle stage and align with different strategies. So that, it can feasibly enhance the organizational performance. Finally, strategic human resources management gives evidences, views, researches and facts to enhance organizational performance. However, the degree of high performance in context varies in different organizations under their circumstances. Hence, it does not necessary impact to ‘high’ performance.

The African and British Cultures

Early African societies shared certain aspects even though the African culture was non-uniform. Animation was utilized in religious beliefs such that nature was used to elaborate to people their way of life. Traditional beliefs were passed on across successful generations orally hence the elders had unique status. In every society, specific tasks were undertaken by particular kin groups or families. Some of the earliest kingdoms in Africa include Benin, Ghana and Zimbabwe.Advertising We will write a custom essay sample on The African and British Cultures specifically for you for only $16.05 $11/page Learn More Oral literature was the earliest form of African literature. However, the Arabic script was introduced by Muslims in East Africa, which eventually saw the development of Swahili. African artists prepared their works for ritual purposes and secular leaders. Natural phenomena and animals were the common symbols. Masks were used to either transform or conceal identity (Cunningham Reich, 2009, p. 529-530). The cultural and ethnic assortment of the UK has been shaped by its values. First, politeness and courtesy are among the attributes that the British are renowned for. The British society is founded on manners and etiquette following the influence from the social class system and royalty. Second, the British also use the English language to express caustic and sarcastic humor. Third, Britons are time conscious and value punctuality especially in keeping appointments. Fourth, they follow rules and regulations. Queuing is common. Fourth, they value privacy and it’s therefore important to respect personal space. It may be impolite to go asking someone’s income, background and occupation. Additionally, there is gender equality where women are accorded equal rights with men. This applies in all aspects of life such in remuneration, responsibilities and travel (Anon, 2010, p. 52-56). Reference List Anon, (2010). Cultura l values and believes. Web. Cunningham, L.S. Reich, J.J. (2009). Culture Values, Volume II: A Survey of the Humanities with Readings [With Access Code]. Boston: Cengage Learning. This essay on The African and British Cultures was written and submitted by user Cardiac to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Common Application to Enforce 650-word Limit and Eliminate Topic of Choice

Common Application to Enforce 650-word Limit and Eliminate Topic of Choice In April 2011 I reported on a new 500-word limit for college personal statement, enacted by the Common Application. In that article I wrote, â€Å"Students are now requested to write 250-500 words on their chosen topic.† I now realize how loaded two words in that sentence were: requested and chosen. Come August 13, 2013, two important changes will take effect in the Common Application: (1) The 250-500-word (**UPDATE: Word limit was updated to 650 words for 2013-14 as of September 2013) bookends will be enforced, not requested; and (2) although students will still be able to choose a topic, the topics will be much more constrained- the â€Å"Topic of your choice† option is going to be eliminated from the array of essay questions. The Up Side I am personally pleased with these changes to the rules. After all, what’s the point of a suggested word limit without any modicum of enforcement? It has bugged me, quite honestly, that even though there is a 650-word requested essay length, students have been writing essays of 750 words or more and getting admitted. Writing a 650-word essay is a challenge and requires students to rise to the occasion. Shorter essays, by their nature, must use more creativity and hold more focus- challenges that can prove the writing prowess of any college applicant. I have also been bothered by the logic of having several essay topics to choose from, and then a separate question allowing the applicant to write on a topic of his or her choice. Why is there not just one question that asks students to write about a topic of their choice, with some suggestions of topics they might choose? Eliminating the catch-all forces students to be creative and to prove that they are able to answer a specific question posed to them. No one gets off the hook here. Protests Abound According to the comments on the NYT blog, I am in the minority. Concerned commenters express their opinion that eliminating the open essay question tamps down on creativity and limits the student’s â€Å"voice†; one post suggests that admissions committees will not be able to get to know applicants in a meaningful way without this essay topic. Almost everyone expressed upset at the changes. On the other end of the spectrum, one person commented, â€Å"If a student can’t creatively respond to a prescribed prompt, THAT is the problem- not the prompt.† I agree. Furthermore, I find that many of my students, given the opportunity to write on a topic of their choice, end up writing an essay that would have been appropriate for one of the other prompts- for instance, a person that influenced you or a topic of importance. One parent observed the same phenomenon with her son. Here’s the comment I submitted: †¦ I love this change. From my perspective, the best display of a students writing ability is how the student responds to a restricted question. Does she take on the topic in a way no one else did? Can he be creative and focused in a word-limited essay? Does the essay answer the question? It might be worth noting that in many classes, essay and paper topics are prescribed. I dont remember topic of your choice essays in English 101. Its likely that this Common App change is meant to test applicants ability to perform in their college classes. And schools can still request a supplemental essay if they want to see an additional layer of creativity. Encouraging Challenge and Creativity And after submitting my topic, I saw this additional comment by someone who agrees with me: â€Å"By removing â€Å"topic of choice,† the Common App challenges applicants by forcing them to think creatively under constraints. Anyone can ramble on about whatever they want, but a truly successful and creative writer can surprise the reader under tight restrictions. It’s the same as writing under certain poem structures–even though you have to follow the rules, you can still express yourself. This is the same reason I think enforcing the word count is a good idea, because it forces applicants to writes as effectively as possible.† What do you think about these changes? Do you have a student who will be affected by them (or one who is applying to college this year and thus gets in â€Å"under the wire†? Please share your thoughts below.

Experiment Proposal Essay Example | Topics and Well Written Essays - 750 words

Experiment Proposal - Essay Example According to Barnes, V (2004 P. 23), many times AD begins towards the age of 60 and the risk goes up as you get older. No treatment can stop the disease. However, Richmond (2006) says that, some drugs may help keep symptoms from getting worse for a limited time. This experiment will be a well-controlled study of Alzheimer patients and will take 18 months. Basically, the experiment will be aimed at studying the efficacy, effectiveness and efficiency of an experimental drug called Physostigmine in treating Alzheimers disease. The drug appears to enhance acetylcholine levels in the brain by cutting back on the effects of an enzyme known as destroy ACh. It is expected that use of Physostigmine will, in the long run, help slow the progress of the disease. The age and the ability to speak fluent English will be the independent variables while the cognitive and behavioral change will be the dependent variables. A sample of 100 will be selected from a population of Alzheimers patients who have been diagnosed and found to be having it. Care will be taken to make sure that all those that are selected to take part in this study well represent the whole population. Further, the gender of the participant will be of importance as males may be preferred as it has been happening in most cases. Probably, a sample of 50 males and 50 females will be used. All the participants will have their cognitive and behavioral characteristics tested to be aware of their level before the study after which they will undergo three steps each approximated to take six months. The drug, Physostigmine, will be administered to each patient as per prescriptions. After this, the level recogtion and behaviour change will be recorded. This will be compared to the initial results to see whether there is any tangible change. This procedure will be repeated for the second time using a different prescription and the same tests as well as comparisons carried out. The last stage will follow.

Short answer essay questions Example | Topics and Well Written Essays - 500 words

Short answer questions - Essay Example A perfect example was in 1947 in America by Clyfford Still. In Europe, there was â€Å"Popular Art† that was started in the early 1960s by Lichtenstein, Hamilton, Ramos and Indiana. The movement also was too elitist and celebrated the postwar consumer culture. An example in Europe was Lichtenstein, Drowning Girl in 1963. The responses by the artist in Europe and those in America are similar as the world is viewed but they differ a bit in their expression. 2. Using at least two examples, discuss the way in which the word "freedom" figured for American modernist artist, and critics after 1945, and how this might be understood to compromise these artists identification with the avant-garde. Draw on at least two specific examples in your discussion. Freedom being the state of doing according to one’s wishes was clear in American modernist artists. It is evident that after the World War II in 1945, artist used the freedom they obtained to express their work in a new creative way. This was clear in New York where artist who were freed from Europe came to practice their work. A perfect example was Going West by Jackson Pollock in 1934-5 in America. Another example of works in America at this time is The Betrothal II by Arshile Gorky in 1947. The freedom of expressing art in this era made artist to start portraying the forbidden pictures in the society. This is because of their compromise to the avant-garde. An example in Europe is the forbidden pictures: Homage to Otto Dix by Larry Fink in 2001. Action painting- it is a style of painting where the paint is smeared onto a canvas by the artist. One of the images that action painting is the Photograph of Jackson Pollock Working by Hans Namuth in 1950. Also, Pollock did another art work by the name One (number 31) in

The Second Letter of Clement Essay Example | Topics and Well Written Essays - 1500 words

The Second Letter of Clement - Essay Example While the other texts contained many that will pertain to the subsequent tagged anti-Semitism in the faith, Clement II was undeviating in its message.1 The major tone of it was salvation and the steps necessary to obtain it. It contains teachings such as we shall regard him with importance as it may translate to diminutive degrees if we consider him small. Demeaning Jesus Christ will lead to suffering and those who worship him will be compensated and deemed worthy of his grace. He is the savior of all mankind and with his kindness we will be void of our sins.2 These early writings that have contributed so much in our understanding and teaching of the religion today are virtually unknown to many who follow the religion. They have shaped and cultivated what can be considered the biggest religion in the globe today. Professor Bart Ehrman, a prominent figure and scholar provides for many of the recent explanations associated with these writings. He pronounced that in many times these writings are treated in various ways. The epistle of Clement II for instance is in so many levels a misnomer. It was neither written by Pope Clement, which is the letter’s namesake, nor was it transcribed by the same person who was responsible for Clement I.3 The erroneously attributed manuscript was considered to be a homily by an unknown writer. This is what Professor Ehrman refers to as a product of an inspired reading of the Book of Isaiah that is found in the Old Testament. This he adds demonstrates the varied figurative elucidation to shape it in such a way that the text from were it was adapted from can be rendered in a manner that it can move the congregation though it may be drastically diverse compared to the past.4 The sermon also made use of the book of Matthew and Luke extensively. Two of the most prominent books included in the new testament of the bible. Excerpts from the book of Matthew can be found on chapter 2