The role of HR has evolved from purely administrative tasks to more strategically important managerial functions as a result of changes to theory and technology. Both HR analytics and technology have been instrumental in this transition. They transformed HR into a set of practices that predict changes to the workforce and manage them in a way to keep employee management practices aligned with the company’s greater goal (Kaur et al., 2021). Additionally, the evolution of HR’s role has become possible as a result of the scientific community’s improved comprehension of the anatomy of self-efficacy and motivation. Particularly, motivation theories, including the self-determination model, have shifted HR professionals’ attention to extensive opportunities for employee advancement (Gomez-Baya & Lucia-Casademunt, 2018). The three roles traditionally identified within the frame of HR pertain to administrative and change- or employee-oriented activities (Shakil et al., 2019). The administrative role revolves around hiring, rewards management, and employee policy implementation. The change-related role pertains to facilitating employees’ adaptation to the changing professional contexts and cultures. Finally, the people management role centers on talent development endeavors of different kinds, including engagement-maximizing practices and dispute resolution.
In a variety of HR areas, HRM endeavors’ operational and strategic roles are greatly dissimilar. The key differences pertain to whether the goals are time-bound and immediate, with operational roles focused on supporting organizations’ current effectiveness (Jain, 2020). In contrast, strategy-related goals are future-oriented, which can be seen in diverse areas and contexts (Jain, 2020). In recruiting and onboarding, operational roles can be focused on proceeding with particular tasks that support smooth applicant tracking. Strategic ones can emphasize efforts to develop internship programs or collaboration with educational institutions to hire recent graduates (Jain, 2020). In compensation management, strategic roles are concerned with improving compensation packages to attract demanding and skilled employees, whereas operational ones can be limited to dealing with individual-level compensation issues to keep employee satisfaction levels adequate. Finally, in the areas dealing with employee requests/complaints, operational roles are concerned with local actions to prevent disruptions, and strategy-related roles involve decision-making power in terms of optimization decisions, such as outsourcing strategies. Thus, future-orientedness and project completion timelines make the two roles different.
References
Gomez-Baya, D., & Lucia-Casademunt, A. M. (2018). A self-determination theory approach to health and well-being in the workplace: Results from the sixth European working conditions survey in Spain. Journal of Applied Social Psychology, 48(5), 269-283.
Jain, P. (2020). Concept note on HR analytics. International Journal of Research and Analytical Reviews, 7(2), 412-418.
Kaur, M., Rekha, A. G., & Resmi, A. G. (2021). Artificial intelligence and speech technology. CRC Press.
Shakil, R. M., Hassan, M. A., & Qureshi, M. I. (2019). Understanding the relationship between HR roles and HR effectiveness: A conceptual review. Management Research Spectrum, 9(1), 78-82.