Operational Functions of HRM

The operational functions of Human Resource Management (HRM) are the day-to-day
tasks and activities that HR departments carry out to ensure the effective management of
the workforce. These functions are typically routine and focused on executing HR
strategies and policies that contribute to the organization's daily operations.

Operational HRM focuses on the implementation of HR activities, ensuring smooth

employee management, and maintaining compliance with organizational policies and
legal requirements. These functions can vary depending on the size and structure of the
organization, but they are crucial for supporting business operations.

Key Operational Functions of HRM:

1. Recruitment and Selection:

a. Description: This function involves the sourcing, attracting, interviewing,
and selecting the best candidates for open positions in the organization. It
ensures that the organization has the right talent to meet its operational
needs.
b. Operational Activities:
i. Job postings and advertising job openings
ii. Screening resumes and applications
iii. Scheduling and conducting interviews
iv. Administering selection tests and background checks
v. Making job offers and finalizing employment contracts
2. Employee Onboarding:
a. Description: Onboarding is the process of welcoming new employees and
helping them get acquainted with the organization, its culture, policies, and
their job responsibilities.
b. Operational Activities:
i. Preparing orientation programs
ii. Providing new employee documentation and training
iii. Introducing new hires to the team and office environment
iv. Setting up workstations and access to necessary tools or systems
v. Ensuring new employees complete necessary paperwork, including
tax forms and benefits enrollment
3. Training and Development:
a. Description: Training and development focus on enhancing the skills,
knowledge, and abilities of employees to improve job performance and
prepare them for future roles.
b. Operational Activities:
i. Scheduling and organizing in-house training sessions or workshops
ii. Coordinating external training programs and seminars
iii. Monitoring the effectiveness of training programs
iv. Maintaining training records for employees
v. Offering development programs for career growth
4. Performance Management:
a. Description: This function involves the ongoing evaluation and assessment
of employee performance to ensure they are meeting the organization’s
objectives.
b. Operational Activities:
i. Setting clear performance goals and expectations
ii. Conducting performance appraisals and reviews
iii. Providing regular feedback to employees
iv. Managing performance improvement plans (PIPs) if needed
v. Documenting performance-related information for promotions,
raises, or corrective action
5. Compensation and Benefits Administration:
a. Description: This function involves managing employee compensation
(salary, wages) and benefits (health insurance, retirement plans, etc.) to
ensure employees are rewarded fairly and in accordance with organizational
policies and legal requirements.
b. Operational Activities:
i. Processing payroll on a regular schedule
ii. Administering benefits programs (health insurance, retirement
contributions, etc.)
iii. Managing employee deductions and tax withholdings
iv. Updating compensation data based on merit increases, bonuses, or
promotions
v. Communicating benefits options and assisting employees with their
selections
6. Employee Relations:
a. Description: Employee relations involves managing the relationship
between the organization and its employees, ensuring effective
 communication, resolving conflicts, and maintaining a positive work
environment.
b. Operational Activities:
i. Addressing employee grievances and complaints
ii. Facilitating conflict resolution between employees or between
employees and supervisors
iii. Ensuring fair treatment and equality in the workplace
iv. Promoting a positive organizational culture through engagement
initiatives
v. Conducting employee satisfaction surveys and implementing
feedback
7. Compliance and Record Keeping:
a. Description: HR must ensure compliance with various employment laws
and regulations, such as labor laws, safety regulations, and equal
opportunity laws. Record keeping ensures that all employee data is properly
stored and maintained for legal and operational purposes.
b. Operational Activities:
i. Ensuring compliance with local, state, and federal labor laws
ii. Maintaining accurate employee records, including contracts,
performance appraisals, training, and payroll data
iii. Managing documentation related to employment, disciplinary
actions, promotions, and terminations
iv. Conducting audits of HR processes to ensure legal compliance
8. Health, Safety, and Wellbeing:
a. Description: HR is responsible for implementing policies and programs that
promote the physical and mental wellbeing of employees and maintain a
safe working environment.
b. Operational Activities:
i. Ensuring workplace safety protocols are in place (e.g., emergency
evacuation plans, fire drills)
ii. Administering health and wellness programs (e.g., employee
assistance programs, mental health support)
iii. Monitoring workplace injuries and managing workers’ compensation
claims
iv. Conducting regular health and safety assessments and audits
9. Employee Exit Management:
 a. Description: This function involves managing the exit process for employees
leaving the organization, whether through resignation, retirement, or
termination.
b. Operational Activities:
i. Conducting exit interviews to gather feedback from departing
employees
ii. Handling the formal resignation or termination process
iii. Ensuring the return of company property (e.g., keys, laptops, access
cards)
iv. Processing final paychecks and benefits (severance pay, pension
plans)
v. Managing the legal aspects of employee separation
10. Employee Engagement and Retention:
a. Description: This involves strategies to improve employee satisfaction,
engagement, and loyalty, helping reduce turnover and retain valuable talent.
b. Operational Activities:
i. Organizing engagement initiatives such as team-building events,
recognition programs, and social activities
ii. Monitoring employee satisfaction through surveys or one-on-one
feedback sessions
iii. Developing and implementing retention strategies, including career
development opportunities and competitive compensation packages

Importance of Operational HR Functions:

1. Efficiency and Effectiveness:

a. The smooth execution of operational HR functions ensures the organization
runs efficiently, with HR tasks being handled on time and without errors. It
leads to better resource utilization, improved productivity, and employee
satisfaction.
2. Employee Satisfaction and Wellbeing:
a. Operational HR functions like compensation management, employee
relations, and training ensure employees are well taken care of, leading to
higher satisfaction and morale.
3. Legal Compliance:
a. Ensuring that all HR processes comply with labor laws and regulations helps
protect the organization from potential legal issues, fines, and lawsuits.
 4. Organizational Success:
a. By effectively managing recruitment, onboarding, performance, and
employee development, operational HR functions directly contribute to the
organization’s overall success by ensuring a capable, skilled, and engaged
workforce.
5. Workplace Culture:
a. HR's involvement in promoting employee engagement and resolving
conflicts helps create a positive organizational culture that fosters
collaboration, innovation, and mutual respect.

Conclusion:

The operational functions of HRM are vital to the daily management of human resources
within an organization. These functions ensure that the workforce is aligned with the
organization’s objectives, maintaining efficiency, legal compliance, and employee
satisfaction. Through effective implementation of these activities, HR helps create a
productive, motivated, and engaged workforce that is essential for the long-term success
of the organization.

What is Acquisition in HRM (Human Resource Management)?

Acquisition in HRM refers to the process of attracting, recruiting, and selecting the right
talent to meet the workforce needs of an organization. This function is crucial in ensuring
that the organization hires individuals who possess the necessary skills, experience, and
qualifications to contribute to its goals and objectives.

The goal of HR acquisition is not just to fill vacant positions but to bring in the right people
who will fit the company’s culture, contribute to its success, and help in achieving its long-
term objectives.

Key Steps in HR Acquisition:

1. Workforce Planning:
a. Description: This is the initial stage of HR acquisition, where the
organization identifies its current and future human resource needs.
 Workforce planning ensures that the right number of employees with the
right skills will be available at the right time.
b. Key Activities:
i. Forecasting the demand for labor (skills, roles, etc.)
ii. Assessing the current workforce and identifying gaps
iii. Developing succession plans for key positions
2. Job Analysis and Job Design:
a. Description: Before attracting candidates, the organization needs to clearly
define the roles and responsibilities of the position. Job analysis involves
studying the tasks, duties, skills, and qualifications required for a specific
role, while job design focuses on creating the structure, duties, and
expectations of the job.
b. Key Activities:
i. Creating detailed job descriptions and job specifications
ii. Identifying the qualifications, experience, and competencies required
for the role
3. Recruitment:
a. Description: Recruitment is the process of attracting a pool of potential
candidates for the job vacancies. The objective is to create a list of
candidates who meet the required criteria and are willing to apply for the job.
b. Types of Recruitment:
i. Internal Recruitment: Promoting or transferring existing employees
to fill vacancies.
ii. External Recruitment: Sourcing candidates from outside the
organization, through job postings, headhunting, recruitment
agencies, or social media platforms.
c. Key Activities:
i. Advertising job vacancies (job boards, social media, company
website)
ii. Attending career fairs or recruitment events
iii. Reaching out to passive candidates who are not actively seeking jobs
but might be a good fit
4. Selection:
a. Description: The selection process involves choosing the most suitable
candidate from the pool of applicants. It involves assessing the candidates'
qualifications, experience, and cultural fit with the organization.
b. Key Activities:
i. Screening resumes and applications
 ii. Conducting interviews (telephone, in-person, or video interviews)
iii. Administering selection tests (e.g., technical tests, psychometric
tests)
iv. Checking references and conducting background checks
v. Making job offers to the selected candidates
5. Job Offer and Negotiation:
a. Description: Once a candidate is selected, HR extends a formal job offer.
This includes details about salary, benefits, and other employment terms.
Often, this stage involves negotiation of compensation, work hours, and job
responsibilities.
b. Key Activities:
i. Drafting an official offer letter
ii. Negotiating salary, benefits, and job terms
iii. Clarifying job expectations and start date
6. Onboarding:
a. Description: Onboarding is the process of integrating new hires into the
organization, ensuring they have all the necessary tools, resources, and
support to succeed in their new role.
b. Key Activities:
i. Completing administrative paperwork (tax forms, benefits
enrollment)
ii. Providing new hire orientation and introducing them to company
culture
iii. Assigning mentors or buddies to guide them through their first few
weeks
iv. Setting up workstations, systems, and tools

Importance of HR Acquisition:

1. Attracting Talent:
a. A strong acquisition strategy helps the organization attract skilled and
qualified candidates who can contribute to the organization’s goals,
innovation, and overall success.
2. Improved Organizational Performance:
a. By hiring the right people, HR acquisition ensures that the organization has
the necessary human resources to achieve its business objectives and
maintain high performance.
 3. Cultural Fit:
a. HR acquisition focuses not just on skills and qualifications, but also on
ensuring that candidates align with the organization’s values, mission, and
culture. This is crucial for long-term employee engagement and retention.
4. Cost-Effective Hiring:
a. A well-organized acquisition process can help reduce the time-to-hire and
ensure that recruitment is efficient and cost-effective, minimizing turnover
and improving the return on investment in recruitment efforts.
5. Diversity and Inclusion:
a. An effective HR acquisition strategy promotes diversity in the workforce,
ensuring a variety of perspectives and skills that can lead to better decision-
making and innovation.

Key Metrics in HR Acquisition:

To evaluate the effectiveness of the HR acquisition process, organizations often track key
metrics, such as:

• Time-to-hire: The average time it takes from posting the job to hiring the candidate.
• Cost-per-hire: The total cost associated with recruiting and hiring a new employee,
including advertising, interviewing, and onboarding expenses.
• Quality of hire: The performance and retention rates of new hires, helping HR
assess the long-term impact of their recruitment efforts.
• Offer acceptance rate: The percentage of candidates who accept the job offer
compared to the number of offers extended.
• Diversity metrics: Tracking the diversity of candidates at various stages of
recruitment and selection.

Conclusion:

The acquisition function in HRM is essential for ensuring that the organization has the
right talent to meet its business needs. From planning and recruitment to selection and
onboarding, HR acquisition ensures that organizations are continuously equipped with
skilled employees who contribute to business success. By focusing on attracting and
selecting the right candidates, HRM helps build a strong workforce that drives innovation,
productivity, and growth within the organization.
What is Job Analysis in HRM?

Job analysis in Human Resource Management (HRM) is the systematic process of

gathering, analyzing, and documenting information about the tasks, responsibilities, skills,
qualifications, and work environment associated with a specific job within an organization.
It provides the foundation for many other HR functions such as recruitment, performance
evaluation, training, and compensation.

Job analysis helps HR professionals understand the core requirements of a job, ensuring
that the right people with the right skills are hired, trained, and managed effectively.

Key Components of Job Analysis:

1. Job Description:
a. Definition: A job description is a detailed list of the duties, responsibilities,
and tasks that an employee is expected to perform in a specific role.
b. Key Elements:
i. Job title and classification
ii. Job purpose and objectives
iii. Key responsibilities and duties
iv. Reporting relationships (who the employee reports to and who
reports to them)
v. Work conditions (e.g., physical environment, hours, travel
requirements)
2. Job Specification:
a. Definition: A job specification outlines the qualifications, skills, experience,
education, and other attributes required to perform the job successfully.
b. Key Elements:
i. Educational qualifications
ii. Experience and skills (e.g., technical skills, soft skills)
iii. Physical requirements (e.g., lifting ability, vision requirements)
iv. Behavioral traits (e.g., communication skills, team player)
v. Licensing or certifications (if applicable)
Types of Job Analysis:

1. Task-Based Job Analysis:

a. Focuses on identifying and describing the specific tasks and activities that
an employee performs during a typical workday. This type of analysis helps in
understanding the technical aspects of the job.
2. Competency-Based Job Analysis:
a. Focuses on the competencies (skills, knowledge, and abilities) required to
perform the job successfully. This analysis is used to identify the core
competencies that employees must possess to meet organizational goals.
3. Behavioral Job Analysis:
a. Focuses on identifying the behaviors and interpersonal interactions required
to perform the job effectively. It emphasizes the behavioral characteristics
needed to meet job requirements, such as teamwork, leadership, and
problem-solving.
4. Hybrid Job Analysis:
a. A combination of task-based, competency-based, and behavioral job
analysis. It aims to provide a comprehensive view of both the job's duties
and the skills and behavior required to perform them.

Methods of Conducting Job Analysis:

1. Interviews:
a. HR professionals or managers may interview current employees and
supervisors to understand the tasks, skills, and responsibilities associated
with the job. This can be done one-on-one or in group settings.
2. Questionnaires/Surveys:
a. Employees and supervisors are asked to complete standardized
questionnaires or surveys to provide detailed information about the job.
These forms often contain both qualitative and quantitative questions about
the tasks performed.
3. Observations:
a. HR professionals or job analysts may directly observe employees performing
their tasks to gather information about job duties and work conditions. This
method is especially useful for roles that involve manual or hands-on tasks.
4. Work Diaries/Logs:
 a. Employees may be asked to keep a diary or log of their activities throughout
the workday, which helps HR professionals gain insight into the tasks
performed and the time spent on each task.
5. Critical Incident Technique:
a. This method involves identifying specific instances of behavior that
significantly affect job performance—either positively or negatively. By
collecting and analyzing these critical incidents, job analysts can determine
which behaviors or actions are essential for success in the role.
6. Job Participation:
a. HR professionals or job analysts may temporarily perform the job
themselves to better understand the duties and responsibilities. This
method can provide firsthand experience and a more accurate
understanding of the role.

Steps in Conducting Job Analysis:

1. Identify the Job to Be Analyzed:

a. Determine which job(s) need to be analyzed. This could be a new job, an
existing role, or one that is undergoing changes.
2. Collect Data:
a. Use methods like interviews, questionnaires, and observation to gather
information about the job. This step involves collecting detailed data on job
tasks, required skills, work environment, and responsibilities.
3. Analyze the Data:
a. Analyze the collected data to identify the key components of the job. This
includes breaking down the tasks, skills, and competencies involved in
performing the job effectively.
4. Document the Findings:
a. Organize and document the findings into a clear and detailed job description
and job specification. This documentation becomes the basis for
recruitment, training, and performance evaluation.
5. Review and Update:
a. Job analysis is not a one-time activity. Periodically review and update job
descriptions and specifications to reflect any changes in the role, such as
new responsibilities, technologies, or organizational needs.
Importance of Job Analysis:

1. Effective Recruitment and Selection:

a. Job analysis helps create accurate job descriptions and specifications,
making it easier to attract and select candidates who are the right fit for the
job in terms of skills, experience, and cultural fit.
2. Performance Management:
a. A clear understanding of job roles and expectations allows organizations to
set performance goals and evaluate employees against those goals. Job
analysis helps define key performance indicators (KPIs) for different roles.
3. Training and Development:
a. By identifying the skills and competencies required for a job, job analysis
helps HR professionals create targeted training and development programs
to enhance employees' skills and bridge any gaps.
4. Compensation and Benefits:
a. Job analysis provides critical data to determine the relative value of a job
within the organization, which is essential for establishing fair and
competitive compensation structures.
5. Legal Compliance:
a. Job analysis helps ensure that job descriptions and requirements comply
with labor laws, including anti-discrimination laws and occupational health
and safety regulations.
6. Career Development:
a. Job analysis helps employees understand the competencies and
qualifications required for career advancement, supporting personal growth
and organizational succession planning.
7. Workforce Planning:
a. Job analysis provides insights into the number and types of employees
needed to meet organizational goals, facilitating better workforce planning
and resource allocation.

Challenges in Job Analysis:

1. Changing Job Roles:

a. As jobs evolve due to technological advancements or organizational
changes, it can be difficult to keep job descriptions and specifications up to
date.
 2. Subjectivity:
a. Data collection methods like interviews or questionnaires may be influenced
by personal biases or opinions, which could affect the accuracy of the job
analysis.
3. Time and Resource Intensive:
a. Job analysis can be time-consuming and require significant resources,
especially for large organizations with many roles to analyze.
4. Resistance from Employees:
a. Some employees may view the job analysis process as unnecessary or
invasive, leading to resistance or a lack of cooperation.

Conclusion:

Job analysis is a critical process in Human Resource Management that helps

organizations gather detailed information about job roles, responsibilities, and required
skills. By understanding the intricacies of each job, HR professionals can create accurate
job descriptions, improve recruitment processes, enhance employee performance, and
ensure compliance with legal standards. It is an ongoing process that contributes to the
alignment of organizational goals with employee capabilities, helping both individuals and
the organization succeed.

Meaning of Job Analyzing in HRM

Job analyzing refers to the process of systematically studying and collecting information
about a job's duties, responsibilities, necessary skills, work environment, and
qualifications. This analysis is conducted to ensure that the right person is hired for the
right job and that job roles are clearly defined and aligned with the organization’s needs.
The end result of job analysis is a detailed job description and job specification, which
serve as critical tools in recruitment, training, performance evaluation, and compensation
management.

Components of Job Analysis

Job analysis consists of various components that help define and describe a job's
requirements, duties, and responsibilities. The key components include:
1. Job Description:
a. Definition: This is a detailed statement outlining the tasks, duties, and
responsibilities that are associated with a particular job.
b. Components of Job Description:
i. Job Title: Name of the job.
ii. Job Purpose: A summary of why the job exists and its overall
contribution to the organization.
iii. Key Responsibilities: A list of main duties or tasks the employee will
be expected to perform.
iv. Work Conditions: The physical environment and any special
conditions (e.g., hours of work, hazards).
v. Reporting Structure: Clarifies who the employee reports to and
whether they have subordinates.
2. Job Specification:
a. Definition: A document that outlines the qualifications, skills, and
characteristics required for an individual to perform the job effectively.
b. Components of Job Specification:
i. Education and Experience: Required academic qualifications,
certifications, and prior work experience.
ii. Skills and Abilities: Specific competencies needed to perform the
job (e.g., technical skills, communication, leadership).
iii. Personal Characteristics: Personality traits such as teamwork,
problem-solving skills, or attention to detail.
iv. Physical and Mental Requirements: Any physical demands of the
job (e.g., lifting, visual acuity) or mental demands (e.g., decision-
making abilities).
v. Work Conditions: Details about any special working conditions (e.g.,
long hours, frequent travel, shifts).
3. Job Context:
a. Definition: Describes the work environment and conditions under which the
job is performed. It includes the physical work setting, working hours, and
other contextual factors.
b. Components:
i. Work Environment: The physical space and any environmental
factors such as noise or temperature.
ii. Work Schedule: Regular hours, shift patterns, or flexible work
arrangements.
 iii. Safety and Health Risks: Any health-related risks or safety protocols
relevant to the role.
4. Job Evaluation Criteria:
a. Definition: These are the standards used to assess the job's value within the
organization.
b. Components:
i. Task Complexity: The difficulty and level of responsibility of the tasks
performed.
ii. Skills Required: The amount of training, education, and experience
needed for the role.
iii. Impact on Organization: The level of influence the job has on
achieving the organization’s goals.

Objectives of Job Analysis

The primary objective of job analysis is to ensure that the right employees are hired,
trained, and evaluated in alignment with the needs of the organization. The specific
objectives of job analysis include:

1. Accurate Job Description and Job Specification:

a. To develop clear, accurate, and detailed job descriptions and job
specifications that define what the job entails and the qualifications
necessary for it.
b. These documents help guide recruitment, selection, and other HR practices.
2. Effective Recruitment and Selection:
a. Job analysis provides critical information on the requirements and
responsibilities of a job, enabling HR professionals to recruit and select
candidates who have the necessary skills and qualifications.
b. Helps in attracting suitable candidates by clearly defining the role’s
requirements.
3. Employee Training and Development:
a. Understanding the tasks, skills, and competencies needed for a job helps HR
professionals identify areas for employee development and create relevant
training programs.
b. Supports the creation of targeted training initiatives to bridge any skill gaps.
4. Performance Appraisal and Management:
 a. By providing a detailed description of job responsibilities and expectations,
job analysis ensures that employees are evaluated fairly and based on
criteria directly related to their job performance.
b. Helps establish clear performance standards and measurable objectives.
5. Job Evaluation and Compensation:
a. Job analysis helps in determining the relative worth of different jobs within
the organization.
b. Supports creating fair and competitive compensation structures by
evaluating the job’s responsibilities and requirements.
6. Legal Compliance:
a. Job analysis helps ensure that the organization complies with labor laws and
regulations by defining roles in a way that ensures equal opportunities, non-
discrimination, and safe working conditions.
b. It ensures that job roles meet legal standards for job classification and
compensation.
7. Workforce Planning:
a. By understanding the duties and skill sets required for various roles, job
analysis helps in planning the workforce needs of the organization.
b. Supports decisions regarding staffing levels, recruitment strategies, and
succession planning.
8. Health and Safety Standards:
a. Job analysis identifies any potential hazards or risks associated with a
particular job. This information is used to implement safety measures,
ensure employee health, and comply with occupational safety regulations.
b. Helps design safer work environments by assessing physical and mental
demands.
9. Clarifying Job Expectations:
a. Job analysis ensures that employees clearly understand their roles, which
can enhance job satisfaction and reduce role ambiguity.
b. Provides employees with a clear set of expectations regarding what is
required from them in their job role.
10. Facilitating Organizational Development:
a. By analyzing jobs across the organization, HR can identify areas where roles
and responsibilities overlap or where new positions may be necessary. This
helps in shaping the organizational structure.
b. Supports business growth and efficiency by ensuring that job roles align with
evolving business needs.
Conclusion:

Job analysis is a vital process in HRM that lays the foundation for many HR functions.
Through job analysis, organizations can define job roles clearly, ensuring that the right
people are hired, trained, and evaluated effectively. By providing detailed insights into job
tasks, skills, qualifications, and work conditions, job analysis helps organizations optimize
their human resources and achieve greater operational efficiency.

Difference Between Managerial Functions and Operative Functions in

HRM

In Human Resource Management (HRM), the work can be divided into managerial
functions and operative functions, each playing a distinct role in the overall management
of human resources in an organization. Let's look at the definitions and differences
between the two:

Managerial Functions in HRM:

Managerial functions refer to the high-level activities that focus on planning, organizing,
directing, and controlling the overall HR operations and strategies. These functions are
typically performed by senior management or HR leaders to ensure that the HR
department effectively supports the organization’s overall goals.

Key Managerial Functions in HRM:

1. Planning:
a. Determining the HR needs of the organization and developing strategies to
meet those needs.
b. Planning includes workforce forecasting, identifying staffing requirements,
and aligning HR policies with organizational objectives.
2. Organizing:
a. Structuring the HR department and aligning its resources to meet the
organization's goals.
b. Organizing involves dividing responsibilities, allocating resources, and
ensuring effective communication within the HR team and the organization.
3. Directing:
a. Leading and guiding the HR team to implement HR policies and programs.
 b. Involves motivating, mentoring, and providing leadership to HR staff and
other employees.
4. Controlling:
a. Monitoring HR activities to ensure they are in line with established plans,
policies, and objectives.
b. Includes evaluating the effectiveness of HR programs, ensuring compliance
with legal regulations, and adjusting strategies as needed.

Operative Functions in HRM:

Operative functions are the day-to-day activities and tasks that involve practical
implementation of HR policies and decisions. These functions are typically carried out by
HR staff or operational managers who directly manage employees and handle the
execution of HR processes.

Key Operative Functions in HRM:

1. Recruitment and Selection:

a. Attracting, screening, interviewing, and hiring employees to meet the
organization’s staffing needs.
b. Ensures that the right candidates are chosen for the right roles within the
company.
2. Training and Development:
a. Designing and implementing training programs to improve employees’ skills
and knowledge.
b. Involves organizing development activities to enhance individual and
organizational performance.
3. Compensation and Benefits:
a. Managing employee compensation, bonuses, incentives, and benefits such
as health insurance and retirement plans.
b. Ensures fair and competitive pay practices to motivate and retain
employees.
4. Employee Relations:
a. Handling employee concerns, grievances, and disputes.
b. Ensures that employee welfare is maintained and promotes a healthy work
environment.
5. Performance Management:
 a. Monitoring and evaluating employee performance against set objectives.
b. Involves setting performance goals, conducting evaluations, and providing
feedback.
6. HR Administration:
a. Overseeing employee records, managing payroll, handling legal compliance,
and ensuring smooth HR operations.
b. Day-to-day management of HR documentation and employee services.

Key Differences Between Managerial Functions and Operative Functions:

Asp
Managerial Functions Operative Functions
ect
Defi High-level strategic activities related to Day-to-day activities focused on
niti planning, organizing, directing, and the execution of HR tasks and
on controlling HRM operations. processes.
Res
pon Performed by senior HR managers or Performed by HR staff or
sibil executives. operational managers.
ity
Operational execution of HR tasks
Foc Strategic planning and alignment of HR with
that support the organization’s
us organizational goals.
functions.
Specific, role-based, and targeted
Sco Broad and organization-wide, covering HR
towards individual employee
pe policies, strategies, and goals.
management.
Exa Recruitment, employee training,
Planning, organizing HR resources, policy-
mpl payroll management, and
making, and decision-making.
es performance evaluations.
Tim Short-term, immediate, and
Long-term focus with a view to future growth
efra ongoing tasks that affect daily
and HR development.
me operations.
Operational-level roles (HR
Rol Management-level roles (HR directors, HR
assistants, recruiters, training
e managers, HR executives).
coordinators).
Summary:

1. Managerial Functions involve strategic activities like planning, organizing,

directing, and controlling HR operations at a higher level to align HR practices with
the organization's long-term goals.
2. Operative Functions are the practical, day-to-day tasks that are implemented at
the operational level, such as recruitment, training, performance management,
and employee relations.

In essence, managerial functions set the direction and framework for HR activities, while
operative functions handle the implementation and management of these activities at a
more granular level. Both are interdependent, and both are necessary for the smooth
functioning of HR in any organization.

Sure, let's go into more detail on each operative function of HRM. I'll also include
comprehensive methods for each function.

Operative Functions of HRM

Operative functions in HRM are concerned with the day-to-day execution of activities that
involve managing an organization's human resources. These functions focus on ensuring
that the right people are hired, trained, and managed according to the organization’s
needs.

Here’s a full explanation of each function, followed by the methods commonly used for
each:

1. Acquisition of HR (Human Resource Acquisition)

Definition:

Acquisition in HRM refers to the process of attracting and hiring the right people to fill job
vacancies. It’s the first step in ensuring an organization has the human resources it needs
to function effectively. It includes recruitment and selection.

Key Activities:
 • Identifying organizational staffing needs.
• Attracting a pool of qualified candidates.
• Selecting the right candidate based on skills, experience, and organizational fit.

Methods:

• Internal Recruitment: Using existing employees for job openings (e.g., promotions
or transfers).
• External Recruitment: Searching outside the organization to fill vacancies through
job ads, recruitment agencies, and campus recruitment.
• Social Media & Online Job Boards: Websites like LinkedIn, Indeed, and Glassdoor
help organizations find qualified talent.
• Employee Referrals: Encouraging employees to refer candidates, which can
reduce hiring time and improve the quality of applicants.
• Recruitment Agencies & Headhunters: Professional agencies may be used to find
specialized talent, especially for senior or niche roles.

2. Job Analysis

Definition:

Job analysis is the systematic process of gathering and analyzing information about the
duties, responsibilities, skills, and qualifications required for a job. It forms the basis for
creating job descriptions and job specifications.

Key Activities:

• Determining tasks and responsibilities: What duties does the employee need to
perform?
• Identifying required qualifications: What skills, education, and experience are
necessary to perform the job effectively?
• Documenting job-related data: This is used to create job descriptions and
specifications.

Methods:

• Interviews: One-on-one discussions with employees or managers to understand

job responsibilities.
 • Questionnaires/Surveys: Employees fill out forms detailing their tasks and the
qualifications needed.
• Direct Observation: Observing employees while they work to understand the
actual tasks performed.
• Critical Incident Technique: Collecting information on specific incidents (good or
bad) that significantly impact job performance.
• Task Inventory: Listing all tasks associated with a job to provide clarity and
accuracy.

3. Human Resource Planning

Definition:

Human Resource Planning is the process of forecasting the organization's future HR

needs, ensuring that the right number of people, with the right skills, are available when
needed. It aims to ensure that staffing levels match business goals.

Key Activities:

• Workforce Forecasting: Predicting future needs based on business goals and

trends.
• Gap Analysis: Identifying differences between current workforce capabilities and
future HR needs.
• Succession Planning: Developing strategies to ensure that critical roles are filled
by qualified individuals in the future.
• Skills Inventory: Cataloging current employees' skills to plan for future
requirements.

Methods:

• Quantitative Forecasting Techniques: Techniques such as trend analysis, ratio

analysis, and regression analysis to predict future workforce needs based on
historical data.
• Qualitative Forecasting Techniques: Expert opinion or judgment-based methods
to predict workforce requirements.
• Scenario Planning: Assessing various business scenarios and their potential
impact on HR requirements (e.g., expansion, mergers, or new product lines).
 • HR Software Systems: Tools like SAP, Oracle, or Workday help in workforce
planning by providing predictive analytics and data on workforce trends.

4. Recruitment

Definition:

Recruitment is the process of finding and attracting qualified candidates to fill job
openings. It is a proactive approach to sourcing talent.

Key Activities:

• Job Advertising: Posting job vacancies on various platforms, such as online job
boards, company websites, or social media.
• Screening Candidates: Reviewing resumes, applications, and conducting
preliminary interviews.
• Interviewing and Selecting Candidates: Conducting in-depth interviews to assess
candidates' skills, knowledge, and cultural fit.

Methods:

• Online Job Portals: Websites like LinkedIn, Monster, and Indeed provide a large
pool of candidates and allow for easy search.
• Employee Referrals: Encouraging current employees to recommend qualified
candidates from their networks.
• Social Media Recruiting: Platforms such as LinkedIn, Facebook, and Twitter are
increasingly used for job postings and talent search.
• Headhunting & Agencies: For specialized roles, using recruitment agencies or
headhunters can help find the right talent.
• Campus Recruitment: Visiting colleges or universities to hire fresh graduates,
especially for entry-level positions.

5. Selection

Definition:
 Selection is the process of choosing the most suitable candidate from a pool of applicants
for a specific job role. This process is integral to ensuring the right person is hired based on
their qualifications, experience, and fit with the organization.

Key Activities:

• Screening Applicants: Reviewing resumes and shortlisting candidates based on

qualifications.
• Conducting Interviews: Asking questions to assess the candidate's knowledge,
skills, and fit with the company culture.
• Administering Selection Tests: Using psychometric tests, skills assessments, or
technical tests to evaluate candidates' abilities.
• Reference and Background Checks: Verifying the accuracy of candidates'
resumes and checking references.
• Final Selection: Making the decision on the best candidate for the role.

Methods:

• Structured Interviews: Using pre-determined questions to evaluate all candidates

in a consistent manner.
• Psychometric Testing: Administering cognitive ability, personality, and skills tests
to measure traits or abilities.
• Assessment Centers: Conducting a series of simulations or exercises to assess
how candidates perform in job-related tasks.
• Panel Interviews: Involving a group of interviewers to assess a candidate's
suitability from multiple perspectives.

6. Placement

Definition:

Placement refers to assigning the selected candidate to the appropriate job role within the
organization.

Key Activities:

• Ensuring the new hire is placed in the right role based on their skills, experience,
and job specifications.
 • Providing orientation regarding job expectations, policies, and the organization’s
culture.

Methods:

• Job Rotation: Assigning employees to different roles within the organization to

ensure they gain varied experiences.
• Job Enlargement: Expanding the job role by adding more responsibilities to give
employees variety.
• Onboarding/Induction Programs: Structured programs designed to integrate the
new employee into the company, providing them with necessary tools and
resources.

7. Induction

Definition:

Induction (or onboarding) is the process of introducing new employees to the organization,
its culture, and their roles.

Key Activities:

• Introducing the new hire to the company’s history, vision, and values.
• Explaining company policies, procedures, and safety guidelines.
• Introducing the new hire to colleagues and teams.

Methods:

• Formal Orientation Programs: A structured program with presentations, videos,

and discussions about the company.
• On-the-job Training: Providing real-world experiences and mentoring to help the
new employee adjust to their role.
• E-learning Modules: Online training that helps new hires learn about policies and
procedures at their own pace.

8. Transfer

Definition:
Transfer involves moving an employee from one position to another, or from one
department to another, within the same organization.

Key Activities:

• Transferring employees to roles that align with their skills and career development.
• Managing employee mobility to meet organizational needs.

Methods:

• Voluntary Transfers: When employees request a move, often for personal growth
or location preference.
• Involuntary Transfers: When the organization needs to reposition employees due
to organizational changes.
• Internal Job Postings: Allowing employees to apply for positions available in other
departments.

9. Promotion and Demotion

Definition:

Promotion refers to the advancement of an employee to a higher position with more

responsibilities, while demotion is a downward move in position due to underperformance
or organizational restructuring.

Key Activities:

• Promotion: Rewarding employees with better roles based on performance,

qualifications, and experience.
• Demotion: Reducing an employee’s job responsibilities or rank for reasons like
performance issues, business needs, or misconduct.

Methods:

• Performance Appraisal: Using regular performance evaluations to identify

employees for promotion or demotion.
• Succession Planning: Identifying high-potential employees for future leadership
roles.
 • Employee Development Programs: Training programs that prepare employees for
higher positions.

Conclusion

These operative HRM functions are critical for ensuring an organization has the right
people in the right roles. By following systematic processes such as recruitment,
selection, placement, induction, training, promotion, and demotion, HR professionals
play an essential role in the success of the organization.

Each function involves specific methods and activities that help maximize employee
productivity and job satisfaction while ensuring the organization meets its strategic
goals.