HUMAN RESOURCES

Presented By:
• Abdelhalim Mohamed
• Yasser Abdallah
• Amr Ahmed
• Moustafa Ghefary
• Osama Magdy
 INTRODUCTION

“It’s all about people. Everybody can buy coffee beans and open stores.
So when it comes to being successful, it’s all about how you manage your people.”

Howard Schultz
Chair and Chief Global Strategist
Starbucks

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 INTRODUCTION

HR = ‫جايب الشركة‬ARD

Attraction
Retention
Development

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 INTRODUCTION

Attraction
• HR planning
• Job Analysis and Design
• Staffing (Recruitment, selection and
placement)
Retention
• Pay for performance
• Leadership
• Motivation and satisfaction

Development
• Performance appraisal.
• Career development
• Talent management

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 HR HISTORY

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 HR HISTORY

Early 20th Century: The origins of modern HR can be traced back to the early 1900s when companies
began hiring personnel managers to oversee employee relations and compliance with labor laws.

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 HR HISTORY

1920s-1940s: During this time, HR departments began to emerge as a distinct function within
organizations, and personnel management became a recognized profession. The focus was on
managing employee records and administering benefits and compensation programs.

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 HR HISTORY

1950s-1960s: With the post-war economic boom, HR departments began to expand their role beyond
administrative functions to include training and development programs, labor relations, and employee
engagement initiatives.

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 HR HISTORY

1970s-1980s: This period saw significant changes in the workplace, including the rise of equal
employment opportunity laws, affirmative action programs, and the adoption of new technologies. HR
departments were tasked with ensuring compliance with these new regulations and implementing new
systems and processes to keep up with changing workplace demands.
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 HR HISTORY

1990s-Present: In the 1990s and beyond, HR departments have continued to evolve to keep pace with new
workplace trends, such as globalization, outsourcing, and the growing importance of talent management.
Today's HR departments are responsible for a wide range of functions, including recruiting and hiring,
training and development, compensation and benefits, employee relations, and strategic planning..

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 HR HISTORY

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 RESOURCES

• Budhwar, P. S., & Debrah, Y. A. (2009). Human resource management in developing countries. Routledge.

• Kamoche, K., Cunha, M. P., & Cunha, J. V. (2002). Towards a theory of organizational culture and effectiveness
in higher education. International Journal of Public Sector Management, 15(7), 548-564.

• Lepak, D. P., & Snell, S. A. (2007). The human resource architecture: Toward a theory of human capital
allocation and development. Academy of Management Review, 32(2), 246-264.

• Marchington, M., & Wilkinson, A. (2005). Human resource management at work: People management and
development. CIPD Publishing.

• Schuler, R. S., & Jackson, S. E. (2007). Strategic human resource management. John Wiley & Sons.

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GENERATIONS AND
ORGANIZATIONAL
BEHAVIOR
 BABY BOOMERS (1946-1964)
Who experienced a post-World War II economic boom and
significant social changes.

Baby Boomers tend to be more committed and loyal to their employers,

and may stay with the same company for longer periods of time.
However, as they approach retirement age, turnover among this group
may increase.

Baby Boomers were less likely than younger workers to leave their jobs
due to work-family conflict, but were more likely to leave due to health
issues or retirement

1.Fuller, J. B., Marler, L. E., & Hester, K. (2010). Promoting felt obligation toward the organization: The
importance of employee percieved investment in social exchange. Journal of Organizational Behavior, 31(2-
3), 181-198. https://doi.org/10.1002/job.635

2.Feldman, D. C., & Ng, T. W. H. (2008). Careers: Mobility, embeddedness, and success. Journal of Organizational
Behavior, 29(3), 285-306. https://doi.org/10.1002/job.507

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 GENERATION X(1965-1980)
Who came of age during the Cold War and witnessed the rise
of new technologies like personal computers and the internet.

Generation X workers tend to switch jobs more frequently than Baby

Boomers, and may be less committed to their employers overall.

One study found that Generation X workers had higher levels of turnover
intentions than Baby Boomers or Millennials (Liu & Li, 2020).

Another study found that Generation X workers were more likely than
Baby Boomers to leave their jobs due to work-family conflict, but less
likely to leave due to retirement or health issues (Feldman et al., 2008).

1.Fuller, J. B., Marler, L. E., & Hester, K. (2010). Promoting felt obligation toward the organization: The
importance of employee percieved investment in social exchange. Journal of Organizational Behavior,
31(2-3), 181-198. https://doi.org/10.1002/job.635

2.Feldman, D. C., & Ng, T. W. H. (2008). Careers: Mobility, embeddedness, and success. Journal of Organizational
Behavior, 29(3), 285-306. https://doi.org/10.1002/job.507
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 MILLENNIALS(1981-1996)
Who grew up in a world of globalization, multiculturalism, and
rapid technological change.

Research has shown that Millennials tend to value meaningful work,

flexible schedules, and opportunities for growth and development.

One study found that Millennials were less likely than Baby Boomers
to stay with their current employer if they did not feel they had
opportunities for advancement (Saks & Gruman, 2014).

Other studies have found that Millennials are more committed to

their employers than Generation X workers, and are less likely to
switch jobs due to work-family conflict (Feldman et al., 2008)
1.Saks, A. M., & Gruman, J. A. (2014). What do we really know about employee engagement? Human Resource
Development Quarterly, 25(2), 155-182. https://doi.org/10.1002/hrdq.21184

2.Feldman, D. C., & Ng, T. W. H. (2008). Careers: Mobility, embeddedness, and success. Journal of Organizational
Behavior, 29(3), 285-306. https://doi.org/10.1002/job.507

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 GENERATION Z(1997-2012)
Who are the first generation to grow up with smartphones
and social media as an important part of their lives.

Some studies have found that Generation Z workers prioritize job

stability and security and may be more risk-averse than previous
generations.

One study found that Generation Z workers were more likely than
Millennials to value job security over career growth and development
(Johnson et al., 2020).

1.Johnson, R. E., Rosen, C. C., Djurdjevic, E., & Judge, T. A. (2020). Generational differences in work values: A
review of theory and evidence. Journal of Organizational Behavior, 41(4), 393-412.
https://doi.org/10.1002/job.2416

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 GENERATION ALPHA(2013-2024)
The first to be born into a fully digital world and will likely grow up
with even more advanced technology than previous generations

Generation Alpha may prioritize work-life balance and flexible work

arrangements, as they are growing up in a world where technology allows
for remote work and a more fluid approach to work-life integration.

Generation Alpha will have greater awareness and acceptance of

diversity and inclusivity. So, Generation Alpha will place a high value on
workplace diversity and social responsibility.

Bloom, J. L., & Irvin, M. J. (2019). Generation Alpha: Preparing for the Newest Cohort Entering Higher
Education and the Workforce. Journal of Continuing Higher Education, 67(3), 137-139. doi:
10.1080/07377363.2019.1661451

James, S., & Hackney, C. (2018). The Future of Work: Implications for Generation Alpha. Journal of Business
Diversity, 18(1), 1-14.
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HR & TECHNOLOGY
 1-RECRUITMENT AND TALENT ACQUISITION

• Online Job Portals and Social Media: Technology has revolutionized the
recruitment process by providing access to a wider pool of candidates through
online job portals and social media platforms.

• Applicant Tracking Systems (ATS): These software solutions automate the

process of screening and managing candidate applications, improving the speed
and accuracy of hiring decisions.

• AI and Machine Learning: Advanced technologies enable AI-powered candidate

screening, resume parsing, and automated interview scheduling, saving time
and improving the quality of hiring.

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 2-EMPLOYEE ONBOARDING

• Digital Onboarding Platforms: Technology allows for the creation of online

onboarding portals, where new employees can complete paperwork, access
training materials, and interact with HR remotely.

• Virtual Training and E-learning: Organizations can leverage technology to deliver

online training programs, reducing costs associated with traditional classroom
training and enabling self-paced learning.

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 3-EMPLOYEE DATA MANAGEMENT

• HR Information Systems (HRIS): These systems streamline the storage,

management, and retrieval of employee data, eliminating manual paperwork
and enabling secure and centralized access to information.

• Cloud Computing: Cloud-based HRIS solutions offer scalability, data security,

and remote access, facilitating efficient management of employee data and
ensuring compliance with data protection regulations.

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 4-PERFORMANCE MANAGEMENT

• Performance Management Software: Technology enables the implementation of

online performance management systems, allowing for real-time goal tracking,
continuous feedback, and data-driven performance evaluations.

• 360-Degree Feedback Tools: Online platforms facilitate the collection and

analysis of feedback from multiple sources, enhancing the objectivity and
effectiveness of performance assessments.

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 5-LEARNING AND DEVELOPMENT

• Learning Management Systems (LMS): These platforms enable the creation,

delivery, and tracking of online training courses, making learning accessible to
employees anytime, anywhere.

• Microlearning and Gamification: Technology facilitates the adoption of bite-

sized learning modules and gamified training content, increasing engagement
and knowledge retention among employees.

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 6-EMPLOYEE ENGAGEMENT & COMMUNICATION:

• Internal Communication Platforms: Technology offers various tools for effective

employee communication, such as company intranets, instant messaging apps,
and video conferencing platforms.

• Employee Engagement Surveys: Online survey tools provide an efficient way to

collect feedback from employees, measure engagement levels, and identify
areas for improvement.

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 7-HR ANALYTICS AND REPORTING

• People Analytics: Advanced analytics tools allow HR professionals to analyze

large datasets and extract valuable insights related to employee performance,
turnover, engagement, and other key metrics.

• Data Visualization Tools: Interactive dashboards and data visualization tools

make it easier to present HR data in a visually appealing and comprehensible
manner, aiding decision-making.

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 DOES POOR TECHNOLOGY LEAD TO HIGH
EMPLOYEE TURNOVER?

➢ Advances in technology over the past decade

have led to a big shift in how we live our
personal lives.

➢ We’ve now come to expect that in our

workplace too.

➢ Businesses that fail to recognize this and

underinvest will discover that poor technology
leads to high employee turnover.

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 POOR TECHNOLOGY CAN LEAD TO HIGH EMPLOYEE
TURNOVER

➢ You may not view it as an issue if the internet is patchy, your

- Cyber-security is lacking.
- Old PCs run slow.
➢ However, these can become huge issues for your team.
They can cause workers to be
- Less productive and
- More frustrated, while magnifying other issues.
➢ Eventually, these “little problems” pile up causing your
employees to throw their hands up in the air and
perhaps leave.

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 POOR TECHNOLOGY CAN LEAD TO HIGH EMPLOYEE
TURNOVER

➢ One company with high turnover who asked why in a survey and
E.T.N
received an earful about technology. When they drilled into the 20
results, they had responses like: 15
10
- My PC is 8 years old and always breaks
5
- The internet is so slow I can’t effectively use applications 0 Reasons

- I can’t get timely support from IT when I have issues

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 EMPLOYEE TURNOVER STATISTICS

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 EMPLOYEE TURNOVER STATISTICS

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 TURNOVER AND TECHNOLOGY IMPACT

Technology has had a significant impact on turnover rates and retention in the workplace

➢ On the one hand,

technology has made it easier for employees to access job opportunities and to leave their current positions

more easily.

➢ On the other hand,

technology has also created new ways for employers to engage and retain their employees.

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 TURNOVER AND TECHNOLOGY IMPACT

One of the ways in which technology has increased turnover rates is by providing employees with

- greater access to information about job opportunities.

- Online job boards,

- social media platforms,

- professional networking sites

have made it easier for employees to find and apply for new jobs.

➢ This has made it more challenging for employers to retain their top talent, as employees are more likely to

leave for better opportunities

.
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 TURNOVER AND TECHNOLOGY IMPACT
However, technology has also created new ways for employers to engage and retain their employees.

For example,

1- Many companies now use software tools to

- monitor employee performance

- provide feedback in real-time.

- This can help employees feel more engaged and invested in their work, which in turn can improve retention rates.

2- Technology has also made it easier for employers to offer flexible work arrangements,

- such as remote work options.

This can be a significant perk for employees, and can help companies retain their top talent by offering a better work-life

balance.

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 TURNOVER AND TECHNOLOGY IMPACT

2- Technology has also made it easier for employers to offer flexible work arrangements,

- such as remote work options.

This can be

- a significant perk for employees

- can help companies retain their top talent by offering a better work-life balance.

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 TURNOVER AND TECHNOLOGY IMPACT

In conclusion,
Technology has had a mixed impact on turnover rates and retention in the workplace.

❑ While it has made it easier for employees to find new job opportunities,

❑ it has also created new ways for employers to engage and retain their employees.

The key is for employers to leverage technology in a way that benefits both
the company and its employees

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 REFERENCES

Sure, here are a few academic references that you may find useful:

- Ali, A., & Ahmed, M. (2020). Impact of technology on employee turnover intention: Moderating role of
work-life balance. Journal of Business Research, 117, 232-241. doi: 10.1016/j.jbusres.2019.07.017
- Alzahrani, S., & Kaur, P. (2020). The impact of technology on employee retention: A study of the Saudi
Arabian healthcare industry. Journal of Technology Management in China, 15(1), 60-75. doi: 10.1108/jtmc-
11-2018-0111
- Kim, M. J., & Lee, Y. (2020). The effect of technology use on employee retention: Focusing on the mediating
role of job satisfaction. Sustainability, 12(3), 1233. doi: 10.3390/su12031233
- Schmitz, M., & Schmitz, C. (2021). Digitalization and employee turnover: A meta-analysis. Journal of
Business Research, 130, 121-134. doi: 10.1016/j.jbusres.2021.02.003

These references provide insights into the impact of technology on employee turnover and retention, and may
offer additional information and perspectives that you can explore further

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THANK YOU

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