Employee Retention in UAE: Compensation, People Development, Employment Security or Social Culture?

This research dissertation aims to understand the reasons behind employee retention in the industries of retail, tourism, and real estate in UAE. It explores the impact of employee turnover on customer satisfaction, profitability, and productivity. The study also aims to identify effective measures to retain employees and provide solutions to the problem.

Running head: EMPLOYEE RETENTION IN UAE
Topic: Employee Retention in UAE: Compensation, People Development, Employment Security
or Social Culture?
Name of the Student
Name of the University
Author Note

1EMPLOYEE RETENTION IN UAE
Abstract
One of the primary problems in the organizations given the recent times has been the turnover of
employees which has been negatively affecting the industry and the market. The country of
United Arab Emirates are also falling prey to choose number of employee turnover leading to
poor financial performances, decrease in gaining competitive advantages in comparison to Other
industries, loss in productivity, deficiency in retailing the customers and failures in economy.
The people within the organization working together for manufacturing of product or providing
services are the biggest inventions of an organization as the workforce is regarded as one of the
chief assets within the organization. Losing employees in such a random way also results in the
loss of company assets as well. It is not always seen that employees are fired out of an
organization due to misconduct but it is also found that the problem with the organizations in
United Arab Emirates regarding no employee retention has numerous other factors working
behind. Therefore the following recitation would find out the reasons behind the problem that the
organizations in United Arab Emirates have been facing in retaining the employees mostly
focusing on three basic industries of retail, tourism and real estate. This would be conducted
through 5 chapters, which would establish the reason behind the entire research process and how
the research would be conducted, the review of relevant literature to find out what authors and
analysts have already stated facts about, the research methodology developed to find out all the
intricate information regarding the reason behind low level of employee retention, the primary
and secondary analysis of data regarding the subject and the recommendation and further scope
of future research done along the entire dissertation.

2EMPLOYEE RETENTION IN UAE
Acknowledgement
One of the best and enriching experiences in my life has been the conduction of this research
paper and while contributing to this research, I have gained experience and this has enhanced my
analytical skills as well as my knowledge base. I have reached a paramount level regarding the
required skills for the research process. However, I would like to share that this would not have
been possible if my professors, peers and all the people involved with the research process have
not helped me with their valuable contributions to the enriching experience. They have added to
my research paper with their valuable guidance throughout my research process. I would like to
take this opportunity to thank my supervisor _________________________ for the constant
guidance and support provided to me during the process of this research. I would also like to say
that the academic guides I took help from were assisting me and guiding me with their valuable
assistance and encouragement with the entire process of research. I would also like to thank my
friends who had provided me with help and encouragement for collecting primary data and
valuable resources. The support of all these people has been inspiring and enlightening
throughout the process of research in the subject.
Heartfelt thanks and warmest wishes,
Yours Sincerely,

3EMPLOYEE RETENTION IN UAE
Table of Contents
Chapter 1: Introduction....................................................................................................................6
1.1 Background of the study........................................................................................................6
1.2 Research Aims and Objectives..............................................................................................6
1.3 Aims of the study...................................................................................................................7
1.4 Research Questions................................................................................................................8
1.5 Problem Statement.................................................................................................................9
1.6 Rationale of the study............................................................................................................9
1.7 Research Hypothesis............................................................................................................10
1.8 Structure of the study...........................................................................................................11
Chapter 2: Literature Review.........................................................................................................13
2.1 Introduction..........................................................................................................................13
2.2 Conceptual Framework........................................................................................................16
2.3 Causes behind Employee Retention in Retail, Tourism and Real Estate Industry..............18
2.4 Causes behind Employee Retention in Retail, Tourism and Real Estate Industry in UAE.22
2.5 Chapter Summary................................................................................................................24
Chapter 3: Research Methodology................................................................................................25
3.1 Introduction..........................................................................................................................25
3.2 Method Outline....................................................................................................................26
3.3 Research Philosophy............................................................................................................27
3.4 Research Approach..............................................................................................................28
3.5 Research Design..................................................................................................................29
3.6 Ethical Consideration...........................................................................................................29
3.7 Chapter Summary................................................................................................................30
Chapter 4: Data Analysis...............................................................................................................31
4.1 Introduction..........................................................................................................................31
4.2 Data Collection Process.......................................................................................................32
4.3 Analytical model..................................................................................................................54
4.4 Summary..............................................................................................................................55
Chapter 5: Conclusions and Recommendations............................................................................56
5.1 Conclusion...........................................................................................................................56
5.2 Linking with Objectives......................................................................................................57
5.3 Recommendations................................................................................................................58

4EMPLOYEE RETENTION IN UAE
5.4 Limitations of research........................................................................................................59
5.5 Future scope of the study.....................................................................................................61
References......................................................................................................................................63
Appendix........................................................................................................................................75
Appendix I: Questionnaire.........................................................................................................75
Section 1: Demographics.......................................................................................................75
Section 2: Survey Questions..................................................................................................75
List of Figures
Figure 1: Conceptual Framework for developing the literature review........................................16
Figure 2: Are you satisfied with the compensation you receive from the organization you are
currently employed in?..................................................................................................................34
Figure 3: Do you believe that the compensation received by the employees in the organization
reduces absenteeism?.....................................................................................................................35
Figure 4: Do you believe that your decision to remain employed for a longer period of time is
driven by the amount of salary you receive?.................................................................................36
Figure 5: Are you satisfied with the corporate social responsibilities of your organization?.......38
Figure 6: Do you think employee turnover happens in response with the employee opportunities
provided by your organization?.....................................................................................................40
Figure 7: Do you feel that your organization listens to you?........................................................42
Figure 8: Do you feel that your organization does not treat you fairly?........................................43
Figure 9: Do you feel that your feedbacks are mostly ignored by your employer?......................44
Figure 10: Do you feel that your terms of service and hard work are not appreciated within the
organization?..................................................................................................................................46
Figure 11: Do you have proper job satisfaction in your current position and organization?........47
Figure 12: Are you satisfied with the resources provided for your work by the organization?....48
Figure 13: Is your workplace and productivity affected when an employee leaves?....................50
Figure 14: Do you feel that you are advancing in your career goals with this job?......................51
Figure 15: Are your promotion decisions made fair?....................................................................52
Figure 16: Do you feel like a valued employee within the organization?.....................................53
List of Tables
Table 1: Are you satisfied with the compensation you receive from the organization you are
currently employed in?..................................................................................................................33
Table 2: Do you believe that the compensation received by the employees in the organization
reduces absenteeism?.....................................................................................................................34
Table 3: Do you believe that your decision to remain employed for a longer period of time is
driven by the amount of salary you receive?.................................................................................36
Table 4: Are you satisfied with the corporate social responsibilities of your organization?.........38
Table 5: Do you think employee turnover happens in response with the employee opportunities
provided by your organization?.....................................................................................................40

5EMPLOYEE RETENTION IN UAE
Table 6: Do you feel that your organization listens to you?..........................................................41
Table 7: Do you feel that your organization does not treat you fairly?.........................................43
Table 8: Do you feel that your feedbacks are mostly ignored by your employer?........................44
Table 9: Do you feel that your terms of service and hard work are not appreciated within the
organization?..................................................................................................................................45
Table 10: Do you have proper job satisfaction in your current position and organization?..........47
Table 11: Are you satisfied with the resources provided for your work by the organization?......48
Table 12: Is your workplace and productivity affected when an employee leaves?.....................49
Table 13: Do you feel that you are advancing in your career goals with this job?.......................51
Table 14: Are your promotion decisions made fair?.....................................................................52
Table 15: Do you feel like a valued employee within the organization?......................................53

6EMPLOYEE RETENTION IN UAE
Chapter 1: Introduction
1.1 Background of the study
One of the big challenges in the industry in the recent times is the employee retention.
Employee retention has been a major factor in United Arab Emirates and it is critical as an issue
for the business leaders. It has been found in reports that over 4.5 million employees have had a
turnover from the respective organization just in the year 2014 because of various reasons like
terminations, layoff or resignation (Lindgren and Åkesson 2017). The industries of retail
management, real estate and tourism that have been found to witness the lowest rates of retention
rate compared to any other industry. This has been leading to a poor customer satisfaction as
well as decreasing profitability and productivity (Nivedhan and Priyadarshini 2018). Therefore,
the multiple case study in this dissertation has been taken as the topic to research the employee
retention in these industries in the backdrop of United Arab Emirates is to explore the perception
of all the three above-mentioned industry including mid-sized and large organization and former
conceptual Framework for the study to find out the main reason behind the expectancy theory
group theory existence and relatedness behind the reason of employee retention. The findings as
per the employee retention in United Arab Emirates as well as their reasons behind forms the
entire setup of the dissertation to provide solutions to the above-mentioned problem for all the
people in United Arab Emirates.
1.2 Research Aims and Objectives
Various authors have posted various ideas about the reasons that they think are
responsible behind employee retention in United Arab Emirates industries of real estate, tourism
and retail (Lindgren and Åkesson 2017). They have believed that employee retention is not a
factor that can affect only the organizations like small and mid-scale organizations but its

7EMPLOYEE RETENTION IN UAE
implications on the organization which are larger than of and serve huge amount of people are
seen as well. All the three industries do not only include the people in the society but also it
forms of the people coming from lower economic strata. The employee retention process has
been emerging so far in the recent times by various industries and business organization as the
organizations have been continuing to form an ever evolving effort for retaining the best
employees within the organization. However, it is still found that the managers in any
organization face a number of challenges in managing the constantly changing workforce and the
number of employees. This is another reason or the main cause behind when employee retention
to find out the best possible way to retain the best possible of forces within an organization.
Therefore, as a summary, it can be stated that the aims and objectives of this research
dissertation would eventually find out all the hidden information within the topic that has the
tendency to objectify the reasons behind the retention of employees within the organizations in
United Arab Emirates focusing on the industries of retail, real estate and tourism (Roberts-
Lombard and Bruin 2018). The following are the primary research objectives behind the reason
for conducting the research dissertation for the above mentioned topic:
 To find out what the reasons that formulates the difficulty in retaining employees
in the industry of retail, real estate and tourism industry.
 To find out the ways by which the problem behind employee retention can be
solved with effective measures after finding out the ways by which the
organizations are facing problems in retaining their employees.
1.3 Aims of the study
The aim of the study is to have a thorough understanding of the entire situation behind
the retention of employees in the organizations of United Arab Emirates and the main reasons

8EMPLOYEE RETENTION IN UAE
that the organizations in the industry of retail, tourism and real estate face in retaining their best
employees within the organization (Mekraz and Gundala 2016). This would further help in the
understanding of the further aspects as far the research process goes through to understand the
aspects of the industry in the ways by which the organizations have been facing problems and
justifying the reasons throughout the human resource management sectors in all the industries.
The primary aim is to find out the reasons for which the organization can apply specific
measures to make sure that the employees within the organization are retained in the best
possible ways so that there are no ways by which employee turnover can take place any more
(Zeffane and Bani Melhem 2017).
1.4 Research Questions
Following are the research questions that can be framed, and on the basis of which the
answers can be evaluated to find out the main reasons behind the retention of employees in the
industries of real estate, tourism and retail:
 To what extent does the retention of employees form a problem to the retail
industry of United Arab Emirates?
 To what extent does the retention of employees form a problem to the tourism
industry of United Arab Emirates?
 To what extent does the retention of employees form a problem to the real estate
industry of United Arab Emirates?
 What affect does the employee retention problems affect the above industries in
the backdrop of United Arab Emirates?
 What does the employees working within an organization feel about the problems
in retention of employees in the organizations in the above scenario?

9EMPLOYEE RETENTION IN UAE
 What does the Human Resource department of the mentioned industries feel
about the employee retention factors working in the organizations in United Arab
Emirates?
1.5 Problem Statement
Human resource is one of the most valuable assets in an organization and low employee
retention in the organizations, mostly focusing on the industry of retail, tourism and real estate, is
at constant loss of economic capital with the departure of the human capital (Razack and
Upadhyay 2017). Research reports have found out that the general business problem that lies
within the low employee retention in the above mentioned industry is the inability of various
organizations to retain their employees at the places, which further results to the loss of customer
satisfaction, profitability and productivity of the organizations. Therefore, it can be said that the
specific business problem regarding the organizations and their industries result to the lack of
strategies that may cause in the improvement of retention for their employees working within the
companies.
1.6 Rationale of the study
The main issue behind the generation of the problem in employee retention within the
organizations of United Arab Emirates is that the people in the industries of the tourism, retail
and real estate are not being able to hold their employees within the organization in any way
(Lim, Loo and Lee 2017). This thus forms and implication to the organization since the low level
of employee retention in all these organizations have been resulting in loss of economic assets as
well as the industries have been facing problems in present to deliver proper customer
satisfaction and profitability as well as productivity.

10EMPLOYEE RETENTION IN UAE
This is definitely an issue as if all these organizations cannot present proper quality of
customer satisfaction, profitability and productivity; the companies would face issues in loss of
human capital as well as economic capital within the economic and business competition in the
latest time where business has been ever changing (Al Mehrzi and Singh 2016). All the other
industries have been making progress and employee retention is higher in comparison of The
Other industries.
This is still an issue with the industry and the organizations in the latest time since
industry has been ever changing and the industries has been making progress continuously an
exponentially.
The research would shed light on all the issues and reasons behind the low employee
retention in these organizations so that proper measures can be taken in order to make sure that
no further know employee retention is found in all the industry is in the backdrop of the United
Arab Emirates (Ismail and Nowalid 2018).
1.7 Research Hypothesis
Following are the research hypothesis that can be framed as per the method by which the
initial idea behind the research needs to be followed through the entire research process:
H1: Employee retention is vulnerable to the Compensation of the employees in the
industries of United Arab Emirates.
H2: Employee retention is vulnerable to the People Development of the employees in the
industries of United Arab Emirates.
H3: Employee retention is vulnerable to the Employment Security of the employees in the
industries of United Arab Emirates.

11EMPLOYEE RETENTION IN UAE
H4: Employee retention is vulnerable to the Social Culture of the organizations in the
industries of United Arab Emirates.
H0: Employee retention is not at all vulnerable to the Compensation, People
Development, Employment Security and Social Culture of the organizations in the industries of
United Arab Emirates.
1.8 Structure of the study
The research and the process of conducting the research have been dissected into several
chapters in this dissertation with the description of each chapter as mentioned as the following:
Chapter 1: Introduction:
This forms the first chapter in the dissertation paper that deals with the introduction of the
undertaken topic by defining them and also describes what the reasons are for taking the topic for
the research. All the aims of the researches have been identified including the problem statement
and all the aims that have been targeted to reach with this report. The research questions and the
hypothesis have been decided in this chapter have been conducted as per the requirements of the
research (Walliman 2017). All the research work that is going to be in motion with the
dissertation includes a short introduction for all the section that needs to be covered.
Chapter 2: Literature Review:
The second chapter of the dissertation would comprise of the Literature Review. This
chapter would include the past theories and concepts that have been identified to detect the
barriers in details (Pyrczak 2016). Along with that, a critical analysis has been conducted for the
food manufacturing and food production industries in the global market.

12EMPLOYEE RETENTION IN UAE
Chapter 3: Research Methodology:
This forms the third chapter in the dissertation called the research methodology, which
describes the procedure of the research in details including the entire procedure and techniques
that have been utilized for conducting the entire study. The techniques that would be utilized are
also described entirely in this chapter for the undertaken study (Joyner, Rouse and Glatthorn
2018). The identification of the appropriate process of research methods helps in gathering
relevant information and carves the path of data collection and analysis.
Chapter 4: Data Analysis and Interpretation:
The information gathered and obtained from the primary and secondary sources are
analyzed with the help of statistical tools in this chapter. The data analysis procedure helps in
obtaining an in-depth analysis of the undertaken topic with the use of statistical tools and data
representation (Hart 2018). Moreover, the validity of the hypothesis is also determined in this
chapter. All the procedures that would be taken to conduct the study would make sure about the
effect that would be feasible to find out the main reasons behind the low levels of employee
retention in the industry of retail, real estate and tourism in the organizations in United Arab
Emirates.
Chapter 5: Conclusion and Recommendations:
The conclusion and recommendations chapter forms the last chapter in the entire
dissertation. This chapter links the entire analysis with the objectives that have been defined in
the dissertation process. This gives rise to the recommendations that have been discussed in the
conclusion and that would be beneficial for the aforesaid industry (Thonus Carter-Tod and
Babcock 2016). This section would also include the implications that have been witnessed in the

13EMPLOYEE RETENTION IN UAE
utilization of the entire research process to analyze the impact of low levels of employee
retention in the industries of real restates, retail and tourism in the United Arab Emirates.
Chapter 2: Literature Review
2.1 Introduction
This particular chapter in the entire dissertation would have the analyzed research
processes that would be presented in the form of review of already presented ideas by different
authors and researchers done on the similar topic before (Bell, Bryman and Harley 2018). This
process can be regarded as the qualitative analysis process which would clear the ideas before
secondary research is conducted. the approach of every topic in a dissertation process goes
through the process of literature review which further paves way for the research and the survey
of the research, synthesizers all the facts that has been acquired from the idea of the topic before
hand, the critical analysis over The chosen topic and presenting it in a way which would include
all the detail information that has been acquired through the relevant articles reviewed.
Following this process, the gap in the knowledge is analyzed after the data and information and
acquired through the literature review process and this is presented in terms of the works of
different authors and researchers (Galvan and Galvan 2017). This process saves the time in
looking out for all the available information and finding out the hidden information within so
that the acquired knowledge in the works of other authors and analysts can be presented.
Therefore in the process of literature review all the works done before by authors and journalists
before and presented since they have already conducted researches on the topic of the
dissertation.
Literature review makes sure that the process within which the framework of the research
is built has abs and the idea that have been initially developed for the literature review holes in

14EMPLOYEE RETENTION IN UAE
the entire research. If any changes are needed to make the research framework and be remodeled
again based on the works of the authors and researchers analyze beforehand (Modi and Sahi
2018). This forms the stepping stone of the initial research process to show the analysts a proper
way of carrying out the entire research from a certain place where previously many researchers
have already based out the researchers and the conclusions that they have reached (Hashim and
Nor 2018).
Having a research previously completed on the similar topic it is easier for the
researchers to identify the people who have already been associated with the topic to carry on the
quantitative research and make the set of questionnaires (Leelavati and Chalam 2017). In
addition to that, the researchers and authors was already present in the ideas before can be
conducted an approach for making another set of research later during the process of the
dissertation so that it can be utilized for acquiring the sources of information, knowledge and
support that is considered as invaluable. The depth of knowledge can be easily demonstrated in
this way which has been collected for the conduction of an elaborate process of the entire
research based on the topic. Therefore it clears out the approach that a person should have about
the entire research process and by working on the minimum glitches the review of literature can
be identified (Aminudin et al. 2017).
It is also necessary that an initial intellectual idea is a days before conducting or talking
down the entire framework and the research methodology. This is backed by the literature review
process in which the way by which a researcher can jot down the methodologies to progress is
explained clearly. does the entire review of the literature would make sure that the analyst of the
researcher who has been conducting the research has an intellectual view about the chosen topic
which in this case is the impact of no detention of employees in the United Arab Emirates and

15EMPLOYEE RETENTION IN UAE
the organizations in the country focusing on the retail, tourism and real estate industry (Yadav
and Saxena 2015). In addition to that, any research analyst gaining an insight on this topic or
talking the ways out to proceed with the research work can find an easy way to work on the
Framework developed previously by various authors. how the research process would progress is
identified through a proper literature review to make sure that the data analysis technique is
moved on in an appropriate way and all the factors are reasons behind employee retention is
identified before moving on with the secondary data collection method.

16EMPLOYEE RETENTION IN UAE
2.2 Conceptual Framework
Figure 1: Conceptual Framework for developing the literature review

17EMPLOYEE RETENTION IN UAE
The developed research Framework for conducting the literature review follow and enter
favor in the entire dissertation for finding out the intricate details that would be related to the
entire methodology followed through the research process (Echols 2016). This would become a
feasible factor in acquiring the process and various topic found across the entire relevant review
of literature that is utilized during the way for having an immediate effect following the analysis
of data which would form the next chapter of the dissertation. The dependent variable and the
independent variable would make sure that the impact of employee retention or the low levels of
employee retention in the recruitment sectors and human resource management for United Arab
Emirates are focused on the industry of retail, tourism in real estate feasible and finding out the
reasons.
At first, the entire framework would conduct the reasons behind employee retention and
what employee retention means as a whole (Chhabra 2018). Idea of organizations feeling to hold
on to their best employees illuminated the organization would be analyzed through the process of
the entire process.
The next stage would comprise of the impact on employees and the organization due to
the retention of employees and feeling of the organization in it raining the best employee within
the organization (Rathi and Lee 2015). The effect on productivity and quality of service would
be analyzed show the review literature to find impact on the overall human resource within the
organization. Next part of the literature is focused on the organizations United Arab Emirates to
find out the overall impact on Human Resource Management due to low levels of employee
retention. Furthermore, the review of literatures would find out the impact of employee retention
in the entire human resource management of an organization focusing on United Arab Emirates
and the industries of retail division in real estate (Walton 2018).

18EMPLOYEE RETENTION IN UAE
Thus, following this framework, it would be easier to analyze about the reasons behind
the low levels of retention of the employees within the industries focusing on the retail, tourism
and real estate industries in United Arab Emirates through the literatures that are made available
by the various authors who have already researched about the topic previously (Clayton 2018).
2.3 Causes behind Employee Retention in Retail, Tourism and Real Estate Industry
According to Tanwar and Prasad (2016), employee retention can be a challenging factor
for any organization. This is mainly because employee retention needs to be done by analysing
the demands and needs of the employees and the manner in which organizations can fulfil the
demand. In this regard, certain factors can be taken into account that affects the employee
retention policy of an organization. Some of the factors include:
Flexibility in work schedule: Haider et al. (2015) pointed out that unlike the older days;
clock-in and clock-out mindset is not maintained by the employee. Every employee wants to
maintain a work life balance and subsequent wish for gaining flexibility in choosing the time and
place of work. However, as stated by Boyd (2014) flexibility of work has been a factor that has
increased over the years, but most employees feel that the change often hampers their
performance and productivity. Therefore, this particular factor can be effective for employee
retention considering limited changes at the time.
Health and wealth of business: Every candidate analyses the health and wealth of a
business organization so that job security can be maintained. Any organization that lacks in
gaining proper financial strength necessary for its growth are considered as sick industries by
candidates. Hence, as stated by Cote and Levine (2014) lose of candidates need to be tackled by
the managers so that the ill-health of the business can be improved. It can be a challenge as

19EMPLOYEE RETENTION IN UAE
convincing the candidates to join a sick organization or employees to stay in it require excessive
motivational factors (Cotterrell 2017).
Rewards and recognitions: Rewards and recognition can be considered as other factors
that help in the retention of employees. As stated by Brantlinger (2016) every employee deserves
to be recognised for the contribution they make to an organization. Satisfaction in completing a
successful work and getting the required acknowledgement for it can be a factor that can help in
employee retention. It can also be considered as a motivational factor that helps employees gain
the importance of their work in an organizational setting (Crane, Kawashima and Kawasaki
2016).
Social culture: Oliver (2014) pointed out that ethical consideration need to be an
important attribute for organizations. Employees in an organization belong from various social
groups and it is because of this that the diversity within a workplace needs to be addressed.
Tsang (2014) also stated that social culture as well as respect of the individual beliefs and value
helps employees to remain loyal to an organization. Therefore, respecting the social and ethnic
background of the employees can help in its retention.
Theories related to motivation of employees
In order to motivate employees it is necessary that motivational theories be applied for
understanding the manner in which employees can be motivated. One of the most applied
theories of motivation is the Maslow’s Hierarchy of Needs Theory. As stated by Crane,
Kawashima and Kawasaki (2016) this particular theory can be considered as a manner in which
employees want to be motivated at every step. This includes understanding the basic needs of the
individuals and progressing towards gaining a proper understanding and knowledge of the
factors required for progress in an organization (Simpson and Simpson 2017).

20EMPLOYEE RETENTION IN UAE
Maslow’s hierarchy of needs provides a detailed account of the progress that is required
for an individual and the manner in which employees can be retained in an organization. Samaha
and Hawi (2016) stated that the focus in to provide the employees with opportunities to maintain
a stability in the job as well as ensure that provide them with the basic requirements while
continuing the job activities. The manner in which organizations can maintain the interest of the
people in remaining loyal is best understood by the application of the theory. Therefore, it is
necessary that such a theory be used on a regular basis by maintaining every parameter related to
the development of employees as well as understanding the manner in which development of
employee loyalty takes place (Shanafelt et al. 2016).
Maslow’s need hierarchy theory provides an understanding of the factors that can be
considered for the betterment of an employee on a regular and systematic basis. Along with this,
other theories that can be used for understanding the motivation of employees is Herzberg’s two
factor theory. According to Möhlmann (2015), Herzberg’s two factor theory helps in
understanding the satisfaction of the employees in terms of hygiene and motivation factors.
Factors such as achievement, recognition, responsibility and so on help an employee to be
motivated at a workplace. At the same time, as stated by Chen et al. (2015) other factors such as
poor working conditions, relationship with co-workers and policies of the organization can be
considered as hygiene factors or job dissatisfaction factors.
The authors Hill and Brierley (2017) are of the opinion that the application of these
factors can be considered as an effective tool for the development of the motivation of
employees. Every employee need to be satisfied and organizations need to ensure that
profitability as well as productivity can be obtained with the help of the employees. Therefore,
opportunities for growth, maintaining good relationship with co-workers and maintaining the

21EMPLOYEE RETENTION IN UAE
policies of the employees need to be provided that can help in gaining the loyalty and trust of the
employees. Hence, it can be said that reasons for employees leaving the organization need to be
identified in order to motivate the employees.
Reasons for employees leaving an organization
The reasons behind employees leaving an organization can be attributed to various
factors that may contribute in de-motivating the employees from working at an organization
(Smith 2017). De-motivation reasons can be in the form of monetary as well as non-monetary
factors that may have a negative impact on an organization. Some of the reasons for employees
leaving an organization include:
Rude behaviour: As seen earlier, support from co-workers can be considered as an
important aspect for the de-motivation of employees. Every employee working in an
organization requires the support of one another to maintain the objectives. As stated by Terera
and Ngirande (2014) rude behaviour of employees or employers can have a negative impact as
without support and coordination employees may feel unrelated with the work place. Therefore,
it is necessary to ensure that rude behaviour within the organizational premises must not be
conducted for gaining the loyalty of the employees Cote and Levine 2014).
Feeling of undervalued: According to Bartolini et al. (2016), every employee needs to
be valued at the work place so that motivation can be provided. However, equal valuation of the
employees may not be provided mainly because of the varied work that is done. However, it is
necessary every employee be appreciated about the work done so that they can continue to work
hard and improve the organizational performance. Tanwar and Prasad (2016), are of the opinion
that employees need to understand the application of every factor that can be considered as

22EMPLOYEE RETENTION IN UAE
important for the development of an organization. Hence, certain actions such as including the
employee in decision making activities can be considered as valuable for the employees.
Inadequate skills of people: According to Samaha and Hawi (2016), the inadequate skills
of the employees can be considered as a factor with which organizations are not directly
involved. This is mainly because the interview of the candidates may not have made any
significant help for organizations. At the same time, Bolton, Mehran and Shapiro (2015)
organizations also need to include a proper and effective selection policy that can help in
understanding the potential possessed by an employee (Bhardwaj and Singh 2016). Therefore, it
can be said that ensuring the adequate skills of the people can be considered as an effective
factor for preventing employees from leaving the organization. Along with this lack of
application of the skills possessed by an employee often compels employees to leave the
organization and look for better opportunities in a different place.
2.4 Causes behind Employee Retention in Retail, Tourism and Real Estate Industry in
UAE
Since, the economy within the organizations is beginning to improve, that have been
employee retention issues that is slowly arising within the organizations and highlighting the
turnover of employees within an organization. The author Wilson (2018), has pointed out the fact
that there are various reasons for which the retention strategies in an organization should be
tested over and over again. Retail sector or tourism industry is not mostly inviting to the
employees having a potential since there are many factors in these industries like low wages,
tough work, and bad working hours and mostly in various industries these industries are
considered as dead and job with a very low chance of development in individual career.

23EMPLOYEE RETENTION IN UAE
However the author Alam (2015), point out the fact that there are various reasons in
which the retail and tourism sector can offer the opportunity of having an alien experience of
responsibility which most industries formulate years to gain. It was found that there were many
graduates who are recruited for the management position believing the fact that the company
would boost the employees when they reach the college campuses (Al Mamun and Hasan 2017).
However, when they went to the respective college campuses they were asked if retail is a good
career path to follow and if it offers early responsibilities in addition to hire for potential people
in contributing skills within the industry. The details and tourism sector has gained a lot of
negative perception and it is difficult to completely come out as a positive image to the entire
world. it is believed that in these companies have not started to realize that the retailing industry
and tourism industry are calling for the people who have extra special skills, including the need
of having a higher compensation.
They have also understood the fact that retail sector as an introduction to career
development training does need traineeships. The perception of the changing world and the
changing business is also adding changes in the perception of the people viewing the retail,
tourism and real estate sector (Mekraz and Gundala 2016). The deal a lot with problems within
the employees regarding decreasing moral, advancement of career, problem in communication,
relationship between superior and employees and the stress regarding workplaces. the issues of
the low level of retention in this organization which mostly are based in United Arab Emirates
discovers the reason behind this issue so that they can introduce efficient retention policies that
would for that make them have a front line with the employees (Hight and Wood 2018). Stability
index has been used by various authors to measure the rate of retention in employees who are
termed as experienced with the people in the industry who are mostly new within the company,

24EMPLOYEE RETENTION IN UAE
with 1 or less than 2 years of tenure within the organization. After the analysis it was found that
when employee turnover or cause it falls into four sections namely, pull factors push factors
unavoidable factors and organizational influence (Reid 2016).
Job satisfaction is not at all the entire reason behind an employee turning down their
recent jobs but the fact that the new opportunity within the organization can also lead to a much
better salary and benefits provided by the organization. The push factor in turnover of employees
happened since this is based on the perspective on which the employees view the employer. This
can again lead to the employees turning down their current job in finding a better working
environment (Imna and Hassan 2015). Turnovers mostly happened since it is regarded that every
person has their own way of viewing a particular subject and they are not being able to come in
to terms with the perspective of the organization. There also several amendments of an employee
like retirement, maternity leave, illness which are just an employee in not to return to their jobs.
However there is also a term known as in voluntary turnover which occurs when company
directly involved in the situation of an employee leaving the organization. Either the company as
the employees to leave the organization or decides not to renew the contracts again with the
coming calendar year.
2.5 Chapter Summary
Employee Retention in the United Arab Emirates had to be researched about through this
dissertation and for this, a primary research process was formulated to find out the findings of
the other analysts, researchers and authors who have already researched about the topic. This is a
way by which the qualitative research is conducted and it can also be regarded as the literature
review about the article. The literature review is conducted with the intention of finding out the
reasons for which the United Arab Emirates is finding it very hard to retain its employees within

25EMPLOYEE RETENTION IN UAE
the organizations. The findings would be easier to proceed through the research work since the
entire work has already been researched about by the other authors and researchers.
Based on the available research papers a conceptual framework had been developed, that
has set the way through which the literature review would be conducted step by step. The
conceptual framework depends upon the employee retention problems and its impact on the
organizations in the United Arab Emirates. Then, the conceptual framework would find out the
problems that the organizations have for the different industries of the retail sector, the real estate
industry and the tourism industry. The ways by which the other authors and the
Chapter 3: Research Methodology
3.1 Introduction
This particular chapter in the dissertation includes all the process by which the research
need to be conducted in gathering the previous ideas for the particular subject presented to the
research done on this particular subject by various researchers and authors (Ahammad et al.
2016). The purpose of the entire idea is to attend a qualitative analysis for clearing out all the
ideas before the following research can be conducted for the in a quantitative manner. This topic
is approved by the literature review which was the first step of the entire qualitative analysis.
Thus, the further study of the research can be synthesized by this research methodology that has
the critical analysis about the chosen topic and the total presentation of the information that has
been acquired in the detailed process following the literature that has been reviewed (Murray et
al. 2017). The idea behind the research methodology is that the research methodology is applied
for raising an analytical study to help the methodology for identifying a research applied to the
method for obtaining the information in a detailed way to find out the underlying facts in a study
for the methods to be undertaken.

26EMPLOYEE RETENTION IN UAE
There are also other authors who are of the opinion that the content of research
methodology as well as the process by which the description investor methodologies please
make sure that all the leaders of attention is such that the researchers who found out the reasons
for the undertaking of the subject for conducting a research (Bryman 2016). They devised it to
find a lot more details about the same topic. There have been various other authors who
presented the idea that the reasons behind the application of the research methodology would be
having a systematic approach in collecting the data for process analysis and demerits the research
methodology can follow an appropriate method of eliminating the possible forms of errors that is
committed by humans during the reset process including all frequently arising errors (Best and
Kahn 2016). Thus, the following chapter focused on the research process in obtaining the
specific games that would provide a description and reasons behind the particular techniques for
evaluating the reason for low employee retention in United Arab Emirates in industry and
especially in the recruitment sectors of tourism industry, retail industry and the real estate
industry (Wette 2017).
3.2 Method Outline
Data analysts have applied various processes and techniques to find out the research
methodology that would be feasible in finding out the reason for employee retention in United
Arab Emirates based on the above mentioned industry (Palermo 2016). In the context of the
research process, it can be said that the entire analysis is based on the theory of positivism taken
as the research methodology to have a comprehensive idea about the topic and the impact of
employee retention in recruitment sectors in United Arab Emirates based on the detail tourism
and real estate industries. The research approach in this case is deductive approach taken for
developing the analysis of the study based on the data source considered as a secondary

27EMPLOYEE RETENTION IN UAE
information source (Parsons and Knight 2015). The next it is too involved and speaking of the
descriptive design for making the future would be going through the richest people in having the
extract hidden information required from the raw data while going to the entire data analysis.
This would help the analysis to be done to find out the impact and the reasons behind low
retention of employees in United Arab Emirates inside the mentioned industries (Merriam and
Tisdell 2015). What the secondary and primary data would be used for the process of analysis is
to make sure about the reasons are behind the employee retention. Therefore, the data analysis
process would include the Technologies and techniques of quantitative analysis qualitative
analysis and data regression.
3.3 Research Philosophy
The appropriate methodology utilized for the research philosophy would help in the
accommodation of having detailed descriptive information about the research topic applied to the
following dissertation. The authors Wolery, Lane and Common (2018), have found out that when
a specific topic has been selected for conducting a research and the specific philosophy behind it
takes place to form the pizza the philosophy helps in acquiring a proper outlook or perspective
for the research. The solution presenting this directory or this will be applied on the topic
provides easy definition of all the assumptions that have been utilized for the study conducted.
The data analysts have found out that the research methodology has been applied for the
particular contacts can be divided in for the divisions like Interpretivism, Positivism, Realism
and Pragmatism.
Justification for the selection of the research philosophy:
According to various approaches to research philosophy positivism is selected to give the
appropriate research philosophy for the research process (Patten 2016). In this way, positivism

28EMPLOYEE RETENTION IN UAE
can be justified as appropriate way of identification of all the hidden information excavated to
make out the barriers in the process of implementation of the ideas to make sure that the reasons
behind employee retention in the sectors of United Arab Emirates are focused on the specific
industries mentioned (McNiff 2015).
3.4 Research Approach
Application of the research approaches reveal what kind of information is to be extracted
with their implementation of the exact format used for evaluating the entire study (Carey 2017).
The authors have defined that the research done for a process is an accumulation of various
functions and the steps that are required for data analysis and collection and interpretation of the
data are all made to work following the broad assumption. Various authors have also showed that
there is a specific reason behind the research approach which can further be broadly divided into
three divisions called the deductive research approach, the inductive research approach and the
inductive research (Carter 2018).
Justification behind the Selecting of the Particular Approach:
Deductive approach has been selected for conducting the study and it is revealed that the
analysts select this particular research path for helping with redevelopment of hypothesis and
analysis taken from the research objective (Walliman 2015). The detective process for the
research ensures that authenticity of the hypothesis can be examined about the criteria the
process of rejection and selection. other than that there is been more concept of theory proposed
for the further studies and function of the inductive and deductive research approach and thus,
these research process has been eliminated.

29EMPLOYEE RETENTION IN UAE
3.5 Research Design
According to the author Hyland (2016), the appropriate design for the research
methodology further forms the part of defining a particular Framework for collection and
analysis of the acquired data. Thus, the application of the particular method in the research
design helps in the provision of a better description and details of the undertaken topic (Disman,
Ali and Barliana 2017). Therefore, it can be stated that the research design can be characterized
in two divisions like Conclusive Research Design and Exploratory Research Design for the
particular dissertation.
Justification of selecting the particular design for research:
The conclusive research design is chosen as an appropriate research design for
conducting the study since this research design can be utilized for assisting the specification of
the process required for the data analysis and collection of data. In addition to that, the
application of the conclusive design would help in the imitating of the application for the
generalized assumption in having quantitative information that would be acquired by the
information as provided by the research design (Hartas 2015).
3.6 Ethical Consideration
There are various reasons for which the entire process of data analysis needs to be
conducted in an ethical manner. Following are the ethical considerations that need to be followed
through the entire research process:
 The data gathered should not be tampered with and should be treated in as
authenticated way as possible.
 The data gathering process in the secondary method should not pressurize the
people associated with the entire process.

30EMPLOYEE RETENTION IN UAE
3.7 Chapter Summary
To analyze the impact of low employee retention in the organization in United Arab
Emirates focusing on the industries of retail real estate in tourism has been applied in details
including the process and techniques that have been taken as appropriate for conducting the
research through the research methodology (Biggam 2015). As an appropriate research
philosophy it can be stated that the researchers has selected Positivism full having information
that are in depth considering the undertaken topic. For having an appropriate research report
Deductive Approach is considered as feasible for conducting the research in developing the
study based on secondary data sources (Kaufhold 2017). Furthermore, for having an appropriate
step further in maintaining a research design, the data analysts have selected the Descriptive
Approach as a research design which allows a data analyst for having access over the head and
information including the row data the data analysis process. In addition to that, the data analysis
uses export, secondary and primary sources of data for analyzing and their impact for the process
of data analysis (Kee et al. 2016). Furthermore, it can be said that the process of data analysis
follows qualitative, quantitative and regression method for the following dissertation in finding
out the ways by which the impact of low levels of employee retention in United Arab Emirates
can be deduced. The literature review has been performed on the basis of these previously
conducted research papers according to the conceptual framework.
Chapter 4: Data Analysis
4.1 Introduction
A dissertation or the research against the process of dissertation should always begin with
the collection of data that should be gathered through the acquired information by conducting
researches. There are two kinds of processes that can be used for gathering the data Firstly; the

31EMPLOYEE RETENTION IN UAE
data can be gathered by conducting a series of techniques specially used for gather secondary
data (Sarkar 2018). Secondly, data can also be gathered by the already existing data that are
presented by researchers who have already presented documents about the relevant topics. The
entire process is designated in carrying out the research work with the relevance of the entire
process with serving the purpose of the research. It is absolutely necessary to critically analyze
the beginning of the data collection process and the entire step by step procedure that can begin
following to the relevance of the process in the dissertation (Kumar and Benitto 2015). This
process would provide the detailed explanation about the accumulated ideas, framework,
theories, concepts, and the methods that would be used for the entire data collection process. The
data collection process provides an insight on the accumulated idea of the gathered data by
various other authors. This helps in understanding how and where the researchers have been
right or wrong in their assertions and ideas put forward (Saridakis and Cooper 2016). Therefore,
a correct and justified set of collected analytical data can be made available for the research that
would help in the provision of correct justification to the existing ideas or the hypothesis. The
process of data analysis remodels the data and at the same time it helps in the transformation,
cleaning and the inspection of the entire set of data directed towards certain conclusion for the
inference that the situation is about to reach (Al-Emadi, Schwabenland and Wei 2015). In case of
the retention of employees in the industry sectors of tourism, retail and real estate industries and
the causes behind the retention of the employees in all these sectors, the analysis would be easier
to conduct when the secondary data is collected well enough even after the data is acquired
through the empirical research done over the literary views of other authors on the same topic
(Bode, Singh and Rogan 2015). It has been previously seen that the literature review has been
conducted with the help of the primary data collected through the works of other authors and

32EMPLOYEE RETENTION IN UAE
researchers over the same topic. This can be regarded as the qualitative data gathered through the
conducted literature review (Manning 2017). Next would be a conducted data analysis process
regarded as the quantitative data analysis that would be done with a set of questionnaires related
to the topic on which the research is about to be conducted on (Johara, Yahya and Tehseen
2018). A number of people would be asked the set of questionnaires and the analysis process
would be based on the answers provided by them, considered as the secondary acquired data, and
the results of the acquired data would further focus on the measurement of the collected data
through the help of the statistics in regression method for revealing the conclusions later.
4.2 Data Collection Process
In this section, following would be a number of questions forming a set of questionnaire
that would be presented to the concerned people in the industry by the analyst for conducting the
entire research topic (Salisu, Chinyio and Suresh 2017). The answers and the reviews that these
concerned people would provide, would form the basis of all the data analytics process as the
answers and reviews would present the base of the research, having a collective idea about each
of them. The questions that are to be asked to the concerned members are listed as follows and
the members participating in the following questionnaires are supposed to present their views
against each of the concerned questions (Korsakienė et al. 2015). In this was the analysts would
have a clear idea about the overall outcome against each questions asked to the participants.
Following is the acquired secondary data collected by the above mentioned procedure and the
analysis taken out against each of them:
Analysis of the Questionnaires:
1. Are you satisfied with the compensation you receive from the organization you
are currently employed in?

33EMPLOYEE RETENTION IN UAE
Options
Frequen
cy
Percenta
ge
Tot
al
Strongly
Disagree 1 2% 50
Disagree 6 12% 50
Neutral 4 8% 50
Agree 17 34% 50
Strongly Agree 22 44% 50
Table 1: Are you satisfied with the compensation you receive from the organization you are
currently employed in?
Figure 2: Are you satisfied with the compensation you receive from the organization you
are currently employed in?
The first one of the questions was based on the factors on which the employee retention
in the sectors of retail industry, real estate and tourism depended on. The first factor was found to
be the compensation of the employees and the issues regarding them (Larkin and Pierce 2016).

34EMPLOYEE RETENTION IN UAE
This factor was thus raised as one of the main concerns behind employee retention and the
participants were asked if they are satisfied with the amount of compensation that they receive
from the organization that the participants are currently employed in. They were asked to voice
their opinions and therefore, it was found that mostly a majority of the employees had been
agreeable to the fact that they are somewhat satisfied with the amount of compensation they
receive from their respective industries or organizations they have been currently involved with
(Shaikh 2018).
2. Do you believe that the compensation received by the employees in the
organization reduces absenteeism?
Options
Frequen
cy
Percenta
ge
Tot
al
Strongly
Disagree 1 2% 50
Disagree 6 12% 50
Neutral 4 8% 50
Agree 17 34% 50
Strongly Agree 22 44% 50
Table 2: Do you believe that the compensation received by the employees in the
organization reduces absenteeism?

35EMPLOYEE RETENTION IN UAE
Figure 3: Do you believe that the compensation received by the employees in the
organization reduces absenteeism?
The next question in the lot that was asked to the participants appearing for the secondary
data collection process was also based on the factors of effective compensation as per the
opinions of the employee retention issues (Bonache and Paz-Aparicio 2015). They were asked if
they agree to the matter that the amount of compensation received by the employees in the
organization is the primary reason that has the ability to reduce absenteeism in the employees. As
per the acquired data, it was found that most of the participants have opined the fact that they
strongly agree to the matter that the amount of compensation that the employees receive as their
salary against their works are the main reason that keeps them grounded to their duties and has
the ability to reduce absenteeism within the employees in the organizational setup (Nasir and
Mahmood 2016).
3. Do you believe that your decision to remain employed for a longer period of time
is driven by the amount of salary you receive?

36EMPLOYEE RETENTION IN UAE
Options Frequency
Percentag
e Total
Strongly
Disagree 3 6% 50
Disagree 10 20% 50
Neutral 19 38% 50
Agree 5 10% 50
Strongly Agree 13 26% 50
Table 3: Do you believe that your decision to remain employed for a longer period of time
is driven by the amount of salary you receive?
Figure 4: Do you believe that your decision to remain employed for a longer period of time
is driven by the amount of salary you receive?
The next question asked to the participants was also based out of the concept of
compensation based decisions taken by the employees that affect employee retention (Ghafoor,
Ansari and Moazzam 2017). This question asked the employees about their views on their
personal opinion regarding their compensation to see to it if their long term decision for staying

37EMPLOYEE RETENTION IN UAE
at a certain organization they are currently working in is based on the amount of salary or
compensation they receive against their work. To this question, it was found that few people are
of the opinion that their decision for long term stay in a company does depend upon the amount
of salary or compensation they receive (Singh 2018). On the other hand, there were other
participants as well, who begged to differ with the idea and presented the fact that salary and the
amount of compensation was not the only reason that formulated the idea of their stay within the
organization (Khoo et al. 2017).

38EMPLOYEE RETENTION IN UAE
4. Are you satisfied with the corporate social responsibilities of your organization?
Options
Frequen
cy
Percenta
ge
Tot
al
Strongly
Disagree 7 14% 50
Disagree 12 24% 50
Neutral 8 16% 50
Agree 18 36% 50
Strongly Agree 5 10% 50
Table 4: Are you satisfied with the corporate social responsibilities of your organization?
Figure 5: Are you satisfied with the corporate social responsibilities of your organization?
The next phase of factors that formed the most intriguing reason for employee retention
within the organization depended upon the corporate environment that the employees work
within in an organization. The next set of questions depended on the corporate environment for
the participants to answer against (Deery and Jago 2015). The participants were asked about the
level of satisfaction that they have against the corporate social responsibility of the organization

39EMPLOYEE RETENTION IN UAE
they are currently serving in. After the reviews and answers taken against the questions by the
participants, it was found that the participants somewhat agreed to the situation and stated that
they were happy with the corporate social responsibility that the organizations had taken.
Although, there were other people who had stated that the corporate social responsibility was not
satisfying enough for the employees working in the organization (Baharin and Hanafi 2018).

40EMPLOYEE RETENTION IN UAE
5. Do you think employee turnover happens in response with the employee
opportunities provided by your organization?
Options
Frequen
cy
Percenta
ge
Tot
al
Strongly
Disagree 3 6% 50
Disagree 5 10% 50
Neutral 12 24% 50
Agree 17 34% 50
Strongly Agree 13 26% 50
Table 5: Do you think employee turnover happens in response with the employee
opportunities provided by your organization?
Figure 6: Do you think employee turnover happens in response with the employee
opportunities provided by your organization?

41EMPLOYEE RETENTION IN UAE
One of the main reasons for employee turnover in organizations, especially in the
industries of tourism, real estate and retail was found to be the opportunities that organizations
provide their employees with (Murray et al. 2017). This was the next question in the
questionnaire that was presented to the participants of the questionnaires to find out about their
reaction. It was found that most participants have agreed to the fact that the opportunities that an
organization presents to the employees are mostly the reason for employee turnovers in an
organization (Msengeti and Obwogi 2015). The participants have also stated that there are other
reasons as well for the turnover of employees that organizations need to take a look about to
make sure that the employees are retained within the organization.
6. Do you feel that your organization listens to you?
Options
Frequen
cy
Percenta
ge
Tot
al
Strongly
Disagree 10 20% 50
Disagree 8 16% 50
Neutral 11 22% 50
Agree 11 22% 50
Strongly Agree 10 20% 50
Table 6: Do you feel that your organization listens to you?

42EMPLOYEE RETENTION IN UAE
Figure 7: Do you feel that your organization listens to you?
From the review of relevant literatures, it was found that for the retention of employees, it
is absolutely necessary that the employees are listened to about the problems they are facing in
the organization. Their feedback is absolutely necessary in this matter. This would make sure
that they are considered as an important part of the organizational system (Carnahan, Kryscynski
and Olson 2017). Therefore, the participants were asked about their personal views on this
matter. They were asked if they feel that they are listened to properly by the organizations so that
the company can further make changes according to their presented feedbacks. This was found to
be quite a problematic issue as it was not sure as per the review of the participants. While 22 per
cent of the participants have agreed to the fact that they have been facing no problems in being
listened to, 20 per cent of the entire lot has agreed that they are not being listened to. The reason
behind this needed to be found out by further analysis.

43EMPLOYEE RETENTION IN UAE
7. Do you feel that your organization does not treat you fairly?
Options
Frequen
cy
Percenta
ge
Tot
al
Strongly
Disagree 1 2% 50
Disagree 6 12% 50
Neutral 1 2% 50
Agree 29 58% 50
Strongly Agree 13 26% 50
Table 7: Do you feel that your organization does not treat you fairly?
Figure 8: Do you feel that your organization does not treat you fairly?
The next question in the set of questionnaires was asked to the participants to pose their
views about the fair treatment of the organization. They were asked if they feel that their current
organization treats them right. To this, most of the organizations have stated that they do not feel
that their organization treats them correctly (Yu 2015). On the other hand, the amount of people

44EMPLOYEE RETENTION IN UAE
disagreeing to the fact has been not so much in number as compared to the people agreeing to the
matter. Again, the number of people that have responded to the matter that they are not being
treated right in the organization gives rise to the fact that the other reasons need to be found out
to make sure that the organization applying right measures to make sure that the employees are
being retained (Sankar 2015).
8. Do you feel that your feedbacks are mostly ignored by your employer?
Options
Frequenc
y
Percentag
e
Tota
l
Strongly
Disagree 6 12% 50
Disagree 4 8% 50
Neutral 1 2% 50
Agree 27 54% 50
Strongly Agree 12 24% 50
Table 8: Do you feel that your feedbacks are mostly ignored by your employer?

45EMPLOYEE RETENTION IN UAE
Figure 9: Do you feel that your feedbacks are mostly ignored by your employer?
The feedbacks that are mostly generated by the employees regarding their problems that
they are facing while their tenure within the organization. This is why, in the next set of
questions, the participants were asked about the feasibility of the organizations in listening to the
feedback of their employees (Armstrong 2018). They were asked if the organization that the
participants have been currently working in ignores or cares about their feedbacks generated. The
results generated as such, declares that mostly 54 per cent of the participants have stated that
they feel that their feedbacks to improve the work environment or any grievances that they have
in the terms of their service. This has the potential to generate employee turnover within the
organization at an instance (Chin 2018).
9. Do you feel that your terms of service and hard work are not appreciated within
the organization?
Options
Frequen
cy
Percenta
ge
Tot
al
Strongly
Disagree 11 22% 50
Disagree 7 14% 50
Neutral 1 2% 50
Agree 25 50% 50
Strongly Agree 6 12% 50
Table 9: Do you feel that your terms of service and hard work are not appreciated within
the organization?

46EMPLOYEE RETENTION IN UAE
Figure 10: Do you feel that your terms of service and hard work are not appreciated within
the organization?
The participants of the questionnaire was next asked about the appreciation they receive
from their respective organizations and if they feel that their hard work and terms of service are
not appreciated enough by the companies that they are currently working in (Bhattacharyya
2018). To this question, most of the participants have answered that they are not satisfied by the
ways their hard work and tenure in the company are neglected or somewhat appreciated lowly.
This was another reason identified to have affected the employee retention within the
organizations focusing on the said industries of retail, real estate and tourism (Soujanya 2018).

47EMPLOYEE RETENTION IN UAE
10. Do you have proper job satisfaction in your current position and organization?
Options Frequency Percentage Total
Strongly
Disagree 3 6% 50
Disagree 10 20% 50
Neutral 19 38% 50
Agree 5 10% 50
Strongly Agree 13 26% 50
Table 10: Do you have proper job satisfaction in your current position and organization?
Figure 11: Do you have proper job satisfaction in your current position and organization?
Overall, the job satisfaction of the participants needed to be evaluated as a whole for the
current organizations they are working in to find out that even with the disagreements and the
negative points found within the organization about the work environment and other factors, if
the employees are finding it feasible to continue their duties in the organization as a whole
(Choudhary 2016). Therefore, they were asked if the organizations were overall satisfactory for
the employees in fulfilling the job expectations. To this question, the results were mostly neutral

48EMPLOYEE RETENTION IN UAE
but there were also certain percentages of people who disagreed that they had proper job
satisfaction in the current position at their respective organizations (Smith 2017).
11. Are you satisfied with the resources provided for your work by the
organization?
Options
Frequen
cy
Percenta
ge
Tot
al
Strongly
Disagree 11 22% 50
Disagree 7 14% 50
Neutral 1 2% 50
Agree 25 50% 50
Strongly Agree 6 12% 50
Table 11: Are you satisfied with the resources provided for your work by the organization?
Figure 12: Are you satisfied with the resources provided for your work by the
organization?

49EMPLOYEE RETENTION IN UAE
According to the review of the literature, it was found that one of the major reasons that
the employees remain dissatisfied with the organizations is the lack of available resources while
working within the organization (Cravens et al. 2015). This is why, they were asked to provide
their views on the fact that if they are satisfied with the resources that their respective
organization provides during their work. The participants have presented their views regarding
this and it was found that the participants were not satisfied with the overall resources and
amenities that were offered or provided to them during the times of their work. On the other
hand, a small but competitive amount of people have also agreed that they receive their
respective resources during their work in the organization (Roy 2015).
12. Is your workplace and productivity affected when an employee leaves?
Options
Frequen
cy
Percenta
ge
Tot
al
Strongly
Disagree 1 2% 50
Disagree 6 12% 50
Neutral 4 8% 50
Agree 17 34% 50
Strongly Agree 22 44% 50
Table 12: Is your workplace and productivity affected when an employee leaves?

50EMPLOYEE RETENTION IN UAE
Figure 13: Is your workplace and productivity affected when an employee leaves?
The next question that was asked to the participants taking part in the set of
questionnaires was asked to provide their reviews on the fact that if the productivity in work for
the other employees is affected when an employee leaves the organization (Abba 2018). To this,
mostly all the participants have strongly agreed that the productivity of work does gets affected
when an employee leaves. This is because it is not a matter of physical productivity but also
depends on the emotional factor of the employees as well (Al Maktoum 2015).

51EMPLOYEE RETENTION IN UAE
13. Do you feel that you are advancing in your career goals with this job?
Options
Frequen
cy
Percenta
ge
Tot
al
Strongly
Disagree 11 22% 50
Disagree 7 14% 50
Neutral 1 2% 50
Agree 25 50% 50
Strongly Agree 6 12% 50
Table 13: Do you feel that you are advancing in your career goals with this job?
Figure 14: Do you feel that you are advancing in your career goals with this job?
The next question asked to the participants was the review on their career goals. The
question framed to them was if they feel that their career goals are being advanced with the job
they are currently assigned to (Singh 2016). The results obtained as such described that the
participants agree to the fact that the services that they are performing are feasible enough to
advance with their respective career goals. Whereas, on the other hand, it has been found that

52EMPLOYEE RETENTION IN UAE
many a number of people have admitted that they are not advancing enough to their respective
career goals while advancing.
14. Are your promotion decisions made fair?
Options
Frequen
cy
Percenta
ge
Tot
al
Strongly
Disagree 3 6% 50
Disagree 10 20% 50
Neutral 19 38% 50
Agree 5 10% 50
Strongly Agree 13 26% 50
Table 14: Are your promotion decisions made fair?
Figure 15: Are your promotion decisions made fair?
According to the review of literatures, it has been found that promotion and promotion
decisions within an organization from the base of employee retention in organizations
(Karanikola 2015). This is why the people within the questionnaires or the participants were

53EMPLOYEE RETENTION IN UAE
asked if they think that the promotion decisions were made fair within their organization. To this,
most of the participants are answered to remain in neutral, stating that they are neither
dissatisfied not satisfied with the promotion decisions made within the organization. Many of
them have also strongly agreed that their promotion decisions summit fair and some of them at
disagree to the fact. Therefore it can be inferred that promotion decisions are not always made
fair within an organization (Haider et al. 2015).
15. Do you feel like a valued employee within the organization?
Options
Frequen
cy
Percenta
ge
Tot
al
Strongly
Disagree 11 22% 50
Disagree 7 14% 50
Neutral 1 2% 50
Agree 25 50% 50
Strongly Agree 6 12% 50
Table 15: Do you feel like a valued employee within the organization?
Figure 16: Do you feel like a valued employee within the organization?

54EMPLOYEE RETENTION IN UAE
It is utmost necessary that employees feel valued within your organization, therefore
feedbacks were taken from the employees or the participants within the questionnaires working
for any organization to find out if their values within their organization (Polite 2018). The results
of found that despite most of the participants answering positively that they do feel valued within
their organization, there are also some employees that feel that reading the industry set up they
are not valued enough (Abir 2015). Therefore, the employees in an organization feel somewhat
valued but mostly did not feel value within the organization which forms and other reason for
employee retention.
4.3 Analytical model
The analytical model used for the set of questionnaires can be regarded as a quantitative
process since the data analysis process mentions methodologies with and analyzing the data not
participants need to pick from a setup options given to them (Tettheh 2015). The specific options
was not picked up or selected then data would be difficult to analyze or collected. This shows
that the process within the research reservation have been adopted for the readers to help them to
go through the entire process at the same time understand the methodology is that have been
used for the particular research and also the collected data that has been analyzed within the
process (Al-Nasser and Behery 2015). This provide systematic and empirical investigation
Framework that has been presented with the representation of the numerical analysis of the data
which further been collected through questionnaires fulfilled by this process as per the option
selected by the participants involved (Aguenza and Som 2018).
The validation of the data has been presented in the analytical techniques for presenting a
critical overview over the methodology is adopted by the organization for employee retention but
alphabet letters is not being verifiable as the result of the process (Rigg 2015). Therefore it can

55EMPLOYEE RETENTION IN UAE
be said that the set of questionnaire in analytical model developed for this particular research
clearly is observed that the organization takes of various processes for different aspects of
adoption within the organizational setup for employee retention (Taylor 2016). Analytical
process has also described the reasons behind the turnover of employees from the organization
step by step within the real estate, tourism and retail Industry in United Arab Emirates.
4.4 Summary
The summary of the interceptor it can be said that the empirical research conducted by
the literature review has provided some facts which can be considered as the reasons for
employee retention within the organizational setup (Soundarapandiyan and Ganesh 2015). This
acquired information has been for the developed into several questions to be presented to the
participants in world vision the data collection process and therefore the data is been collected
through the analysis of the acquired knowledge from the factors present in the literature review
(Tanwar and Prasad 2016). The literature review has provided potential for the detailed analysis
and the framework find out the hidden information behind the reasons that employee retention is
a major problem in United Arab Emirates in the three industries as mentioned above. The people
get selected in an unbiased way irrespective of the positions deserving within the organization or
the cultural difference the face in United Arab Emirates (Shetty 2015). They were given a set of
questions for answering and answers we provide it from the options of strongly agree, agree,
neutral, strongly disagree and disagree. after the selection of their reviews and opinions about the
questions that were asked the collected data was taken to analyze through regression methods for
finding out in hidden information that was overlooked in the literature review presented by other
authors (Bhattacharyya 2015). Therefore, it was easy to find out the analytical data through the
set of questionnaire and then it was understandable why employee retention is a major factor in

56EMPLOYEE RETENTION IN UAE
United Arab Emirates in the industry of retail, tourism and real estate and what can be the
measures taken for maintaining employee retention within the sectors (Schenk 2017).
Chapter 5: Conclusions and Recommendations
5.1 Conclusion
Therefore, in conclusion it can be said that the impact of low employee retention in the
industries of United Arab Emirates focusing mostly on the retail industry, tourism industry and
real estate industry had resulted in the best and productive employees within the organization
hard to retain within the organization. The above research in this dissertation has been conducted
through reliable data collected from viable sources and the information generated in the process
has been validated by understanding of the methodology used and the verified resources. It has
been found that employee retention is hard for the organizations in these industries and one of
the most complex impact that the low level of employee retention has on the industry is
mentioned above is the impact on the productivity of the company as well as the satisfaction of
the employees within.
What the conducted literature review had found out that it was not just the employee
retention that was the main issue within the organization of United Arab Emirates that made it
hard for the organization to maintain their best employees within. It was found that various
researchers I have already worked on this issue to find out that there are various reasons which
formulate or make the employees within an organization leave the job or be terminated.
Furthermore a research methodology has been developed in the chapters mentioned above,
which puts forward the fact that there has been a framework designed to find out the reasons
behind the entire issue of employee retention and the reasons behind them. As per the various
researches conducted by different authors and analysts, the reasons behind employee retention

57EMPLOYEE RETENTION IN UAE
and their low levels in the organizations of United Arab Emirates were found. To find out the
hidden data behind the reason for use number of employee turnover in the said organizations, the
research has adopted secondary data collection process which involved few willing participants
to join in for a set of question is that has been prepared with the help of the literature review done
before. Their answers in the interviews were taken as the secondary sources of data on which
analysis has been made to find out the hidden information behind the reason for low levels of
employee retention in UAE. Therefore, the conclusion is drawn that not thus the reasons behind
employee retention for employee turnover in the review literature are enough, but there are
various other reasons that has been put forward by the participants who presented the reviews
and answers during the quantitative data collection process.
5.2 Linking with Objectives
The ideas about low levels of employee retention in United Arab Emirates have been
subjected to the research aims and objectives that were developed right at the beginning of the
dissertation. The two most important objectives of this research process was to find out the
reason behind the difficulty of the organizations in United Arab Emirates which further
formulated in retaining the employees within the organization focusing on the industry of retail,
real estate and tourism. The next set of objective was to find out the ways by which the problem
behind employee retention could easily be solved with effective measures taken after the ways to
tackle low levels of employee retention was found out. Both the objectives have been made
during the primary and secondary data collection process where it has been identified that not
only the proposed idea of employees leaving the organization are the reason of low level of
employee retention but there are various different aspects and reasons behind an employee to
leave the organization or be terminated. After these reasons for employee turnover were found

58EMPLOYEE RETENTION IN UAE
out, the secondary data analysis process also formulated the areas where an organization can
improve to make sure that all the grievances and feedback of the employees are taken into
consideration to make sure that day have proper job satisfaction to the organization that currently
working for. It was found that it is extremely important for an employee to find proper job
satisfaction as well as be considered as an important part within the organization. The other
reasons which formulate the satisfaction levels of an employee and therefore it are easier to
understand what measures can be taken in order to make the people within the organization feel
as important. Therefore, it can be said that the entire research done on the low employee
retention in the organizations of United Arab Emirates has several reasons behind, and it can be
easily solve by strategic measures taken to resolve these issues and make an employee be
satisfied with their jobs to reduce turnover tendencies.
5.3 Recommendations
As per the qualitative and quantitative data collection done to find out the reasons behind
low levels of employee retention in the organizations of United Arab Emirates and employee
absenteeism the following can be presented as the recommendations that these companies should
utilize to make sure that employee absenteeism is reduced as well as the turnover rate of the
employees:
 Since absenteeism occurs daily within the organization it forms a challenge for the
managers when they want to develop or implement programs. In this case the
managers should develop and implement such programs that would be viewed as a
support presented to the employees, maximize the camaraderie between the
employees establish effective communication, and provide a proper compensation
package. As per the reasons developed in the initial stage for employee retention, it

59EMPLOYEE RETENTION IN UAE
was found that not a single reason but people development, compensation,
employment security and social culture are all related to low level of employee
retention.
 Therefore, it can be easily said that as a strategic plan recorded interview data with
validated interpreted interview meetings should be conducted by every organization
to document the absenteeism and gross profit including the past and current data
generated within the organization. all the theories behind the alignment of the
productivity and quality of service within the organization can be maintained in this
way.
5.4 Limitations of research
Despite the underlying fact that the research was conducted in a feasible way, there were
many limitation during the entire research process while the secondary and primary data were
collected through the qualitative and quantitative research methodologies. The limitation that
was witnessed during the research had made it a bit difficult for the entire research process to
conclude and it can we also said that the entire process of data analysis would have been much
better if these limitations when not included in the research process. the first and foremost
problem that was faced during the entire qualitative research was the difference in opinion about
the various authors who also researched on the topic about the reasons behind low employee
retention in the organizations in United Arab Emirates focusing on the retail, tourism and real
estate industries.
The difference in opinion about the authors had presented a dubious opinion about the
topic and it was not being able to figure out which was the actual reason behind the employee
retention in the human resource management process. Some of the authors where biased and sum

60EMPLOYEE RETENTION IN UAE
of the authors were not helping in an elaborate description about the reasons behind. The analysts
faced problems during the quantitative research for analyzing the impact of employee retention
in the organization of United Arab Emirates focusing on all the three industries was in the
opinion of the people participating in the questionnaire. The people who are selected for
participating in the question and session all belong to the human resource management and
especially they were the people in charge. this included the human resource managers and the
people associated with the retail, tourism and real estate industry approachable and within the
department of Human Resource Management. The department that has been selected to provide
the reviews and opinions were all belonging to a higher level within the organization and it was
hard to contact each one of them to be available for the questionnaire. The human resource
managers and the associated people where all busy with their work and it were very difficult to
have a timed session with them to reflect on the entire set of questionnaires. The time limit was
too short for having a face to face meeting with them. The data analyst also face difficulty with
the very limited time and it was not enough for the human resource managers and the people
associated to go through the entire question within the questionnaires. Some of them and even
not able to meet an analyst personally but they had opted for the interview to be contacted over
call. However, it was not also permitted every time that these calls are recorded. Therefore the
people in-charge of the data analysis were somewhat dependent upon than memory within that
limited amount of time. the interview process would have been a mirror to the data analysis
process but during the conduction of the secondary and primary research and data collection
process it was found that the entire results obtained through the process would have been much
height and if all the research limitations where not included within the research program.

61EMPLOYEE RETENTION IN UAE
5.5 Future scope of the study
The entire research has been conducted keeping in mind about the organization in United
Arab Emirates within the industry of retail, tourism and real estate that have been not successful
in retaining the best employees within the organization. As per the entire conducted research, all
of the reasons going through the individual industries were found out with respect to the
organizations in United Arab Emirates. The ways by which employees do not have a satisfaction
regarding the job was also put forward in this research report through the processes of
quantitative and qualitative data analysis with the data collected from primary and secondary
resources. However there are also other reasons that who forms the base of the employees for not
being able to cope up with the work environment within an organization. The above research
conducted in this regard would make anybody going through the research people find out more
about the reasons behind employees leaving an organization in search of other jobs. not just there
been found to change organizations but sometimes there are also incidences that these people
who are either leaving the jobs are being terminated are looking for job opportunities in other
industries as well. From this aspect it can be said that there is a future scope of research in
finding out any strategic method that can be utilized to make sure that the employees do not find
dissatisfaction in their jobs or terms of services that they have been presenting to their respective
organizations. It should also be mentioned that the strategic policies should involve proper
measures that would make an employee feel important within the organization. Retail, tourism
and real estate industry has huge scope in the market area of United Arab Emirates and the future
scope of study would try to focus on the strategic ways that would have the potential to eliminate
all the problematic situations that the employees face within the work setup. In this way can be

62EMPLOYEE RETENTION IN UAE
said that the organization would adopt measures that would reduce the number of employee
turnover and represent a higher level of employee retention in these organizations.

63EMPLOYEE RETENTION IN UAE
References
Abba, M.T., 2018. Effects of Training and Development on Employee Retention in Bauchi State
Metropolis Banks. Operational Research, 4(1).
Abir, B., 2015. Talent Management in UAE: A study of contemporary practices in the banking
industry (Doctoral dissertation, The British University in Dubai (BUiD)).
Aguenza, B.B. and Som, A.P.M., 2018. Motivational factors of employee retention and
engagement in organizations. IJAME.
Ahammad, M.F., Tarba, S.Y., Liu, Y. and Glaister, K.W., 2016. Knowledge transfer and cross-
border acquisition performance: The impact of cultural distance and employee
retention. International Business Review, 25(1), pp.66-75.
Al Maktoum, S.S., 2015. A Study on Drivers of Employee Engagement in the United Arab
Emirates (Doctoral dissertation, The British University in Dubai (BUiD)).
Al Mamun, C.A. and Hasan, M.N., 2017. Factors affecting employee turnover and sound
retention strategies in business organization: a conceptual view. Problems and Perspectives in
Management, 15(1), pp.63-71.
Al Mehrzi, N. and Singh, S.K., 2016. Competing through employee engagement: a proposed
framework. International Journal of Productivity and Performance Management, 65(6), pp.831-
843.
Alam, S.M.T., 2015. Factors affecting job satisfaction, motivation and turnover rate of medical
promotion officer (MPO) in pharmaceutical industry: a study based in Khulna city. Asian
Business Review, 1(2), pp.126-131.

64EMPLOYEE RETENTION IN UAE
Al-Emadi, A.A.Q., Schwabenland, C. and Wei, Q., 2015. The vital role of employee retention in
human resource management: A literature review. IUP Journal of Organizational
Behavior, 14(3), p.7.
Al-Nasser, A. and Behery, M., 2015. Examining the relationship between organizational
coaching and workplace counterproductive behaviours in the United Arab
Emirates. International Journal of Organizational Analysis, 23(3), pp.378-403.
Aminudin, N., Ramlee, S., Shahimi, S. and Rus, A.D.M., 2017. The Value-Based Talent
Recruitment Model In Islamic Finance Industry: The Counting And Positioning Issues In
Malaysia. Journal of Islamic Economics, Banking and Finance, 13(3), pp.95-113.
Armstrong, C., 2018. Recruitment and Retention of Low And Medium-Skilled Workers in Prince
Rupert and Port Edward (Doctoral dissertation, SIMON FRASER UNIVERSITY).
Baharin, N.L. and Hanafi, W.N.W., 2018. Effects of Talent Management on Employee
Retention: A Case Study of Hospitality Industry. Global Business & Management Research, 10.
Baker, M.C. and Coetzee, M., 2015. Career anchors, organizational commitment and employee
turnover intention in the retail sector. South African Journal of Labour Relations, 39(2), pp.105-
122.
Bell, E., Bryman, A. and Harley, B., 2018. Business research methods. Oxford university press.
Best, J.W. and Kahn, J.V., 2016. Research in education. Pearson Education India.
Bhardwaj, S. and Singh, A., 2016. Factors Affecting Employee Attrition Among Engineers And
Non Engineers In Manufacturing Industry (No. 2016-09-07).

65EMPLOYEE RETENTION IN UAE
Bhattacharyya, D.K., 2015. Compensation and benefits program a mediating variable for talent
retention: A study of two century-old Indian organizations. Compensation & Benefits
Review, 47(2), pp.75-80.
Bhattacharyya, S.S., 2018. Development of a conceptual framework on real options theory for
strategic human resource management. Industrial and Commercial Training.
Biggam, J., 2015. Succeeding with your master's dissertation: a step-by-step handbook.
McGraw-Hill Education (UK).
Bode, C., Singh, J. and Rogan, M., 2015. Corporate social initiatives and employee
retention. Organization Science, 26(6), pp.1702-1720.
Bonache, J. and Paz-Aparicio, C., 2015. 13. Compensation and total rewards: trends in emerging
markets. Handbook of Human Resource Management in Emerging Markets, p.293.
Bryman, A., 2016. Social research methods. Oxford university press.
Carey, M., 2017. Qualitative research skills for social work: theory and practice. Routledge.
Carnahan, S., Kryscynski, D. and Olson, D., 2017. When does corporate social responsibility
reduce employee turnover? Evidence from attorneys before and after 9/11. Academy of
Management Journal, 60(5), pp.1932-1962.
Carter, C. ed., 2018. Successful dissertations: The complete guide for education, childhood and
early childhood studies students. Bloomsbury Publishing.
Chhabra, B., 2018. Impact Of Core-Self Evaluation And Job Satisfaction On Turnover
Intentions: A Study Of Indian Retail Sector. Organizations and Markets in Emerging
Economies, 9(2).

66EMPLOYEE RETENTION IN UAE
Chin, C.L., 2018. The Influence of Job Satisfaction on Employee Turnover Intention in the
Manufacturing Industry of Malaysia. Journal of Arts & Social Sciences, 1(2), pp.53-63.
Choudhary, S., 2016. A study on retention management: how to keep your top
talent. International Journal of Advanced Research in Management and Social Sciences, 5(3),
pp.17-31.
Clayton, R., 2018. Effective Strategies to Reduce Employee Turnover in the Retail Industry.
Cravens, K.S., Oliver, E.G., Oishi, S. and Stewart, J.S., 2015. Workplace culture mediates
performance appraisal effectiveness and employee outcomes: A study in a retail setting. Journal
of Management Accounting Research, 27(2), pp.1-34.
Deery, M. and Jago, L., 2015. Revisiting talent management, work-life balance and retention
strategies. International Journal of Contemporary Hospitality Management, 27(3), pp.453-472.
Disman, D., Ali, M. and Barliana, M.S., 2017. THE USE OF QUANTITATIVE RESEARCH
METHOD AND STATISTICAL DATA ANALYSIS IN DISSERTATION: AN EVALUATION
STUDY. International Journal of Education, 10(1), pp.46-52.
Echols, A.H., 2016. Retention factors for assistant retail managers.
Galvan, J.L. and Galvan, M.C., 2017. Writing literature reviews: A guide for students of the
social and behavioral sciences. Routledge.
Ghafoor, S., Ansari, N. and Moazzam, A., 2017. The Effect Of Financial Compensation And
Perceived Career Progression On Employee Turnover Intentions With Self Actualization As A
Mediator. Governance & Management Review, 2(1), pp.1-25.

67EMPLOYEE RETENTION IN UAE
Haider, M., Rasli, A., Akhtar, C.S., Yusoff, R.B.M., Malik, O.M., Aamir, A., Arif, A., Naveed,
S. and Tariq, F., 2015. The impact of human resource practices on employee retention in the
telecom sector. International Journal of Economics and Financial Issues, 5(1S), pp.63-69.
Hart, C., 2018. Doing a Literature Review: Releasing the Research Imagination. Sage.
Hartas, D. ed., 2015. Educational research and inquiry: Qualitative and quantitative
approaches. Bloomsbury Publishing.
Hashim, R.A. and Nor, M.A.M., 2018. Employer branding and employee engagement of
furniture retailer in Klang Valley. In SHS Web of Conferences (Vol. 56, p. 02003). EDP
Sciences.
Hight, P. and Wood, B., 2018. How does organizational culture influence employee retention
within a landscaping business?.
Hyland, K., 2016. Methods and methodologies in second language writing research. System, 59,
pp.116-125.
Imna, M. and Hassan, Z., 2015. Influence of Human Resource Management practices on
Employee Retention in Maldives Retail Industry. International Journal of Accounting, Business
and Management. Research Paper, 3(1), p.28.
Ismail, A. and Nowalid, W.A.W.M., 2018. THE ROLE OF CAREER DEVELOPMENT TOOLS
IN ENHANCING PROACTIVE BEHAVIOR. KINERJA, 22(1), pp.1-14.
Johara, F., Yahya, S. and Tehseen, S., 2018. Employee retention, market orientation, and
organizational performance–An empirical study. International Academic Journal of Business
Management, 5(3), pp.176-187.

68EMPLOYEE RETENTION IN UAE
Joyner, R.L., Rouse, W.A. and Glatthorn, A.A., 2018. Writing the winning thesis or dissertation:
A step-by-step guide. Corwin Press.
Karanikola, I., 2015. Human capital investment for front-line non managerial employees in the
hospitality sector in Dubai (UAE) (Doctoral dissertation, Manchester Metropolitan University).
Kaufhold, K., 2017. Tracing interacting literacy practices in master's dissertation
writing. London Review of Education, 15(1), pp.73-84.
Kee, J.C., Lomeli, H., Thatte, A., Thompson, C.M., Powell, K.A., Carpenter, I.I. and Stephen,
B., 2016. Writing ‘between-the-six’: Mentorship, distance and the co-construction of dissertation
research. Visual Inquiry, 5(3), pp.407-418.
Khoo, H.Y., Chan, S.L., Leong, C.F., Ng, K.M. and Siam, W.C., 2017. High Performance Work
System (HPWS) and Turnover Intention in Malaysia Retail Industry (Doctoral dissertation,
UTAR).
Korsakienė, R., Stankevičienė, A., Šimelytė, A. and Talačkienė, M., 2015. Factors driving
turnover and retention of information technology professionals. Journal of business economics
and management, 16(1), pp.1-17.
Kumar, J.S. and Benitto, J.J., 2015. EMPLOYEE RETENTION STRATEGIES-A CASE
STUDY ON GARMENT INDUSTRIES IN TIRUPUR. Asia Pacific Journal of Research Vol: I.
Issue XXXIII.
Larkin, I. and Pierce, L., 2016. Compensation and employee misconduct: The inseparability of
productive and counterproductive behavior in firms. Organizational Wrongdoing, 10, pp.1-27.

69EMPLOYEE RETENTION IN UAE
Leelavati, M.T. and Chalam, G.V., 2017. Factors affecting employee attrition-A challenge for
Indian retail industry. Asia Pacific Journal of Research, 1, pp.144-152.
Lim, A.J.P., Loo, J.T.K. and Lee, P.H., 2017. The impact of leadership on turnover intention:
The mediating role of organizational commitment and job satisfaction. Journal of Applied
Structural Equation Modeling, 1(1), pp.27-41.
Lindgren, M. and Åkesson, T., 2017. Long-term customer relationship: A study on how to
achieve long-term customer relationship in the car retail sector.

70EMPLOYEE RETENTION IN UAE
Manning, P.M., 2017. Strategies for Reducing Employee Absenteeism in Retail Stores.
McNiff, J., 2015. Writing up your action research project. Routledge.
Mekraz, A. and Gundala, R.R., 2016. Leadership style and retail store performance-A case study
of discount retail chain. Journal of Business and Retail Management Research, 10(2).
Mekraz, A. and Gundala, R.R., 2016. Leadership style and retail store performance-A case study
of discount retail chain. Journal of Business and Retail Management Research, 10(2).
Merriam, S.B. and Tisdell, E.J., 2015. Qualitative research: A guide to design and
implementation. John Wiley & Sons.
Modi, P. and Sahi, G.K., 2018. The meaning and relevance of internal market orientation in
nonprofit organizations. The Service Industries Journal, 38(5-6), pp.303-320.
Msengeti, D.M. and Obwogi, J., 2015. Effects of Pay and Work Environment on Employee
Retention: A Study of Hotel Industry in Mombasa County.
Murray, W.C., Elliot, S., Simmonds, K., Madeley, D. and Taller, M., 2017. Human resource
challenges in Canada’s hospitality and tourism industry: Finding innovative
solutions. Worldwide Hospitality and Tourism Themes, 9(4), pp.391-401.
Murray, W.C., Elliot, S., Simmonds, K., Madeley, D. and Taller, M., 2017. Human resource
challenges in Canada’s hospitality and tourism industry: Finding innovative
solutions. Worldwide Hospitality and Tourism Themes, 9(4), pp.391-401.
Nasir, S.Z. and Mahmood, N., 2016. Determinants of Employee Retention: An Evidence from
Pakistan. International Journal of Academic Research in Business and Social Sciences, 6(9),
pp.182-194.

71EMPLOYEE RETENTION IN UAE
Nivedhan, S.S. and Priyadarshini, R.G., 2018, July. Gamification Elements used in Employee
Retention and Enhancing Employee Productivity. In IOP Conference Series: Materials Science
and Engineering (Vol. 390, No. 1, p. 012039). IOP Publishing.
Palermo, D., 2016. Writing a Dissertation: Reporting Data for Research.
Parsons, T. and Knight, P.G., 2015. How to do your dissertation in geography and related
disciplines. Routledge.
Patten, M.L., 2016. Proposing empirical research: A guide to the fundamentals. Routledge.
Polite, K.D., 2018. Employee Engagement Strategies to Improve Profitability in Retail.
Pyrczak, F., 2016. Writing empirical research reports: A basic guide for students of the social
and behavioral sciences. Routledge.
Rathi, N. and Lee, K., 2015. Retaining talent by enhancing organizational prestige: An HRM
strategy for employees working in the retail sector. Personnel Review, 44(4), pp.454-469.
Razack, S.S. and Upadhyay, D., 2017. Employee Perception of Performance Management
Systems in the UAE: An Analysis.
Reid, R., 2016. The effect of corporate culture on the retention rate of staff in the retail industry
in Ireland (Doctoral dissertation, Dublin Business School).
Rigg, C., 2015. Managing Talented Employees. Human Resources Development, pp.197-211.
Roberts-Lombard, M. and Reynolds-de Bruin, L., 2018. Strengthening graduate employee
commitment through internal marketing in the South African retail banking industry. South
African Journal of Business Management, 48(4), pp.91-105.

72EMPLOYEE RETENTION IN UAE
Roy, B., 2015. A study on employee retention factors in the Indian banking industry–An
empirical study. International Journal of Advanced Research in Computer Science and
Management Studies.
Salisu, J.B., Chinyio, E. and Suresh, S., 2017. THE IMPACT OF COMPENSATION ON
PUBLIC CONSTRUCTION WORKERS’RETENTION IN JIGAWA STATE OF NIGERIA. "
International Journal OF Engineering Sciences & Management Research.
Sankar, M., 2015. Impact of hygiene factors on employee retention: Experimental study on paper
industry. Indian Journal of Management Science, 5(1), pp.58-61.
Saridakis, G. and Cooper, C. eds., 2016. Research handbook on employee turnover. Edward
Elgar Publishing.
Sarkar, J., 2018. Linking Compensation and Turnover: Retrospection and Future Directions. IUP
Journal of Organizational Behavior, 17(1).
Schenk, H.W.E., 2017. The prevalence and focus of formalised Human Resource Management
Practices in a sample of SMEs in the Marketing and Retail sector of South Africa. The Retail and
Marketing Review, 13(2), pp.40-54.
Shaikh, S.A., 2018. Impact of Internal Marketing and Human Resource Management to Foster
Customer Oriented Behavior among Employees: A Study on Mega Retail Stores in
Karachi. NICE Research Journal, pp.183-199.
Shetty, K.M., 2015. Employee Retention Strategies A Study of Organized Retail in Mumbai in
Future Group.
Singh, A., 2018. Employee Retention Strategies in Trinidadian Small Enterprises.

73EMPLOYEE RETENTION IN UAE
Singh, I.S., 2016. Influence of employee compensation job satisfaction and working environment
on employee retention.
Smith, T.D., 2017. The Effects of Management on Commitment in the Retail Industry.
Smith, T.D., 2017. The Effects of Management on Commitment in the Retail Industry.
Soujanya, A., 2018. A STUDY ON EMPLOYEE RETENTION STRATEGIES IN IT/ITES
SECTOR: MANAGEMENT PERSPECTIVE. INDIAN JOURNAL OF APPLIED
RESEARCH, 7(11).
Soundarapandiyan, K. and Ganesh, M., 2015. EMPLOYEE RETENTION STRATEGY WITH
REFERENCE TO CHENNAI BASED ITES INDUSTRY-AN EMPIRICAL STUDY. Global
Management Review, 9(2).
Tanwar, K. and Prasad, A., 2016. Exploring the relationship between employer branding and
employee retention. Global Business Review, 17(3_suppl), pp.186S-206S.
Taylor, S., 2016. 9. Compensation policy and employee turnover. Research Handbook on
Employee Turnover, p.166.
Tetteh, J., 2015. Succession Planning, Employee Retention And Organizational Effectiveness
Among Some Selected Organizations In Ghana (Doctoral dissertation, University of Ghana).
Thonus, T., Carter-Tod, S. and Babcock, R., 2016. After the writing center dissertation. WLN: A
Journal of Writing Center Scholarship, 40(9-10), pp.10-19.
Walliman, N., 2015. Social research methods: The essentials. Sage.
Walliman, N., 2017. Research methods: The basics. Routledge.

74EMPLOYEE RETENTION IN UAE
Walton, J., 2018. Exploring Reasons for Employee Turnover: A Case Study of the Retail Industry
in Atlanta, Georgia(Doctoral dissertation, Northcentral University).
Wette, R., 2017. Linguistics Thesis or Dissertation: A Guide to Presenting Empirical Research
(Palgrave Macmillan, 2010) and, in July 2017, a new book entitled A Guide to Supervising Non-
Native English Writers of Theses and Dissertations: Focusing on the Writing Process will be
available. Dr Neomy Storch is an Associate Professor at the School of Languages &. Teaching
Writing for Academic Purposes to Multilingual Students: Instructional Approaches.
Wilson, D., 2018. Strategies for Reducing Employee Turnover in Retail Outlets.
Wolery, M., Lane, K.L. and Common, E.A., 2018. Writing tasks: Literature reviews, research
proposals, and final reports. In Single Case Research Methodology (pp. 43-76). Routledge.
Yadav, P. and Saxena, S., 2015. Interrelationship among Employee Retention Strategies Adopted
by Corporate Sector: An Empirical Study. International Journal of Research in Management,
Science and Technology, 3, pp.196-201.
Yu, P.T., 2015. The study of employee retention correlated with corporate culture and individual
values in property management industry. HKU Theses Online (HKUTO).
Zeffane, R. and Bani Melhem, S.J., 2017. Trust, job satisfaction, perceived organizational
performance and turnover intention: A public-private sector comparison in the United Arab
Emirates. Employee Relations, 39(7), pp.1148-1167.

75EMPLOYEE RETENTION IN UAE
Appendix
Appendix I: Questionnaire
Section 1: Demographics
1. Which gender do you belong to?
a. Male
b. Female
2. Mention your age.
a. 18-24
b. 25-34
c. 35-44
d. 45 and above
3. Years of service in the current position within the organization.
a. Less than one year
b. More than one year
c. 2-4 years
d. More than 5 years
Section 2: Survey Questions
1. Are you satisfied with the compensation you receive from the organization you are currently
employed in?

76EMPLOYEE RETENTION IN UAE
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree
2. Do you believe that the compensation received by the employees in the organization reduces
absenteeism?
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree
3. Do you believe that your decision to remain employed for a longer period of time is driven by
the amount of salary you receive?
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree

77EMPLOYEE RETENTION IN UAE
4. Are you satisfied with the corporate social responsibilities of your organization?
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree
5. Do you think employee turnover happens in response with the employee opportunities
provided by your organization?
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree
6. Do you feel that your organization listens to you?
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree

78EMPLOYEE RETENTION IN UAE
7. Do you feel that your organization does not treat you fairly?
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree
8. Do you feel that your feedbacks are mostly ignored by your employer?
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree
9. Do you feel that your terms of service and hard work are not appreciated within the
organization?
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree

79EMPLOYEE RETENTION IN UAE
10. Do you have proper job satisfaction in your current position and organization?
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree
11. Are you satisfied with the resources provided for your work by the organization?
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree
12. Is your workplace and productivity affected when an employee leaves?
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree

80EMPLOYEE RETENTION IN UAE
13. Do you feel that you are advancing in your career goals with this job?
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree
14. Are your promotion decisions made fair?
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree
15. Do you feel like a valued employee within the organization?
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree