Human Resources Management Challenges post Covid19 in Tourism Industry in Dubai Middle East

This dissertation analyzes the challenges faced by the tourism industry in Dubai in retaining employees after the pandemic of Covid19. It covers the HR role in making innovative strategies for fulfilling their aim of being an HR manager. The research provides valuable insights into the challenges and opportunities for the tourism industry in Dubai, focusing on employee well-being, HR digital processes, remote working, talent acquisition, and overcoming challenges. The findings suggest that digital transformation and online selling are beneficial for the tourism industry during the pandemic. The research emphasizes the need for HR strategies and policies to maintain a positive image and retain employees. The study also highlights the importance of employee well-being, training, and practices to overcome the challenges in retention of employees.

Dissertation

Dissertation rationale
The research project aims to analyze the challenges facing by tourism industry in retaining
employees after the pandemic of covid-19. As the scenario globally affected various businesses
in the whole world. This research will provide an optimistic and deletion of the whole country
environment of Dubai in terms of the tourism challenges for job opportunities, employee well-
being and other HR practices. This topic is quite interesting as well as knowledge full to gain
insight about what happening around the world and how this covid-19 hits the life of job seekers.
The researcher desires to gain full understanding about future situation of job opportunities so to
make on completion of own objective after completing graduation. Due to serious cause of
diseases spread through corona virus, some employees get isolated and not in condition to work.
So that this tourism industry getting highly affected and facing challenges which is required to
know before being a part of it (Afifi, and Negm, 2020). This dissertation will be on Clear finding
of strategic approaches and intervention programs in order to put tourism a back on the track for
Dubai. Therefore, the researcher found the topic helpful for analyzing the HR role in making
innovative strategies for fulfilling their aim of being an HR manager. The topic covers all the
interventions and challenges of tourism in Dubai at it becomes a most versatile place for tourist
but now the covid-19 has become a threat for UAE. It provides understanding of adopting new
and modern ways for retaining employees to serve a better future for tourism industry.
Presentation and findings
The research has provided some valuable facts and information about the tourism sector which is
taking undergrowth due to covid-19 challenges. The first foremost challenge is to treat the
people of tourism sector which is highly necessary for this industry, it is believe in making
customer relations and providing an effective service which are all in hand of the employees and
their effort will pay in hard work. As per the experts’ analysis, covid-19 severely impacts the
inbound and outbound tourism in 2020. It has found that according to number of tourist arrival as
well as employee job opportunities, Dubai was known for providing immense number of jumps
to the people belongs from different country. Dubai was the largest tourist maker net is around
22 million visitors was found in 2020. Also it has seen that, this growth of tourism in UAE has
created a positive impact on economic contribution and GDP increment. The research shows that

tourism came to a decline stage from 20 % in 2020 (Arshad, 2020). As the inbound trips include
air, land, rail, business and water leisure arrivals. The last record of 2019 shows 17732 arrivals in
leisure but this number goes into decline stage and remains 5775. Similarly, all the inbound
arrivals faced this decline with 50% off loss of tourism industry. The research has found an
appropriate fem-fem work to analyses industry growth and understands the impact of pandemic
and overall tourism industry. The main factors which contribute in the success of tourism even in
the time of pandemic are the resilience and marketing strategies with maintain customer’s arrival
and profit maximization. Also the new market and short distances travel were also intending due
to several restrictions and foundation of travelling world so that people refer to roam around
nearby cities. This short distances travel all so make up good profit for tourism sector in Dubai.
Whereas, the weakness of tourism is that it becomes less care for people to take travel and come
in contact with people at the time of pandemic. Closing International borders and tour in
overseas what in lockdown that results in decreasing the demand for industry(Bodolica,
Spraggon, and Khaddage-Soboh, 2021). The reason behind this lockdown for international travel
is to make people away from others and prefer to take home so that the safest people will not get
in risk of corona virus. It creates impact of losing job and income for tourist sector employees
which also become a hurdle for contributing in countries GDP. If talk about the objective of
research is mainly based on employee well-being HR digital process remote working, talent
acquisition and opportunities for overcoming challenges are all the objectives which has covered
into the research. In which, employee well being all about emotional psychological and social
well-being which an employee faced during working in an organization. The employees must be
filled free and acts full while delivering their service and handle their stress is all or tourism
industry is about. In order to fulfill this objective, the research has presented some serious fact
about the causes of mental stress and is it in individual which led to result in suicidal cases.
Quarantine was a time in which people took this step with the afraid of losing jobs, no money for
livelihood, work pressure and other kinds of mental pressure, Insomnia and depression has seen
among individuals. Due to the first promise of covid-19 , tourism industry organizations facing a
rapid decline in retaining employees and providing them sufficient work environment due to the
industry practices of travelling and meeting people. Employees found the satisfaction as they did
not get family support, work from home and physical contact with their friends and relatives.
This lead to severely harm the reputation of tourism industry. The key concern find out through

the analysis are digital process of HR manager in order to adapt digital transformation into the
industry. As, it has seen that undertaking digital growth and online selling is quite beneficial for
much organization during the pandemic. People find convincible deliveries and good at the
doorstep which make them safe and under the precautions of covid-19. But in tourism sector
digital process is become a need to provide work from home remote working and state forward
processing to find and except the technology at any location. Therefore, the digital process of HR
requires digital booking payment methods and hi contacts of very and problems of customer at
very frequent level. This is also become a major challenge for tourism sector to be frequent in
Technologies and HRM efficiency in order to work in complex environment and competition.
These technologies are helpful for the employees as well as customers. Employees will need to
provide better training to cope up with the technology which is under the practice of HR. So that
the objective contain a high requirement in tourism industry mainly seen in Dubai.
To the finding of the objective to promote remote working is relative Lee on an average
percentage of 44%. In tourism sector, during covid-19 this many employees worked remotely.
By working through these terms the tourism sector relatively find a decline in employee
productivity and create negative impact on organization proficiency. As it is not necessary that
every worker will take the opportunities responsibility and work criteria in the same way of an
effective employee. So that it become difficult to work remotely is no longer survival for tourism
sector as the industry mainly involved attending customers, maintaining eye contact and see
them priority at Hotel . this work could not be done through work from home. Employees would
not maintain the Bond of work and relations with customers as well as their peers which
becomes a challenge for involving coordination among the hotel premises. These travel industry
provide job opportunities for those who are in isolation and engage in some work which will
reduce their stress out (Hidayat, Rafiki, and Nasution, 2021). This is a great step of tourism
sector to build their presence among society. These all are depend on HR Strategies and human
resource policies to make effective working which satisfy their employees as well as society to
maintain positive image. All this remote working criteria is not suitable for mainly hotels, resorts
and restaurants who require sufficient labor to carry out day to day work. this would only
possible for technical department who look out on digital platforms and work for customer care.
The current findings put emphasis on talent acquisition is become a challenge for many of
organization. Every sector require realistic and capable employees who could carry out the

operations effectively within a minimum salary. Therefore finding right talent in right wages is
not easy task for tourism sector. As it goes down words into their profitability so many of sector
is not able to pay a high salaries to find the most appropriate talent. Also during covid-19, many
employees anonymously are not ready to work due to higher seriousness of corona virus. As it is
found that 30% of business and travelling sector stop the hiring process due to inefficient
productivity. 17% of making reduction in existing employee workforce. So that, making talented
employees their priority is being the most challenging task for today. As these talented
employees could be the future of hotels which others haven't performed yet (Hijazi Obeid, and
Medlej, 2020). Acquisition of talent is necessary for every Organization in order to maintain
economy to provide job opportunities and contribute in society. Holding back on acquiring talent
is not the right way to perform business practices which could impact negatively on the sector.
The finding has constructed many key areas about the opportunities and challenges travel
industry by focusing on current global environment. It has seen that, the people would not get
dresses of entertainment and refreshment which somehow can back relative earlier for tourism
sector other than any other organization. People are ready to travel as soon as the pandemic get
end so that it would be the opportunity for tourism sector to be prepare for taking advantage of
immense customer arrival by providing the required facilities at best prices(Wut, Xu, and Wong,
2021). This would lead to generate more competitive image and customers will maintain their
loyalty and trust over hotel. They need to come up with more sufficient training programs for
employee’s retention as well as making them satisfied. Employees well-being is the main priority
for tourism so it is required to build up Strategies and policies which could be beneficial for both,
in order to assist the advantage of competition as well as overcoming with threat it has analyzed
that there are a number of HR practices that require prompt implementation on organisation that
includes concerns regarding health and safety, professional well being education and training
about health causes and risk uncertainty. Some the opportunity is discussed in the dissertation,
the most effective one is to keep the employees coordinated and motivated towards organization.
This could only be possible by maintain a formal as well as informal relation by making them
energized and giving a healthy environment for working (Norouzi, 2021). The tourism sector
needs to take appropriate care of their workers by giving them expert advice, good place and
making the immune system well. As, tourism sector mainly consists employees who belong to
overseas are Different cities who cannot drive off to their families in to pandemic, so it is

necessary to make good communication with these employees and try to motivate which together
efforts. With the emphasis on digital transformation, the organization would enable easy business
solutions. It took certain time to get familiar with all the technology but at one day employees
will feel pledge to be a part of such a model of organization that would give a such a modern of
organization that would give them reason to stay for long time (Siddiqui, 2020). Training and
practices is a one-way solution for overcoming with the challenges in retention of employees.
The more Hotels will treat their employees with due respect and proper configuration the more
employees will feel valued and dedicated.
Interpretation
1. During pandemic, employees’ health and happiness
was the highest priority
FREQUENCY
Never 5
Rarely 10
Sometimes 5
Often 15
Always 5
It has interpreted that during pandemic employees health and happiness was highest priority for
15 respondents in which 10 are rarely put emphasis on this topic other five go for sometime the
rest 5 are never put everything on employees health well-being.

2 The concerns about challenges the employees faced
during COVID-19 was addressed
FREQUENCY
Never 0
Rarely 10
Sometimes 15
Often 10
Always 5
The covid-19 challenges has been addressed by 5 respondents always and 10 were often indulge
in providing concern where is other 10 was really taking concern.

3 The employees felt comfortable about sharing their
fears about the pandemic
FREQUENCY
Never 10
Rarely 5
Sometimes 10
Often 10
Always 5
The employees never felt comfortable as per the answer of 10 respondents. The Other 20
respondents analyse employees comfort sometimes and quite often also. Whereas five
respondents are always noticed employees comfort.

4 The response to COVID-19 has reduced the employees’
anxiety
FREQUENCY
Never 0
Rarely 5
Sometimes 10
Often 15
Always 10
The response of covid-19 reduced the employer is it as per 15 respondents at an open face and 10
respondents a short that it always work. Whereas, other 15 are really or sometimes feel reduction
in society. Which require more often and effective response over covid-19.

5 Innovative well-being practices has been implemented
during COVID
FREQUENCY
Never 5
Rarely 5
Sometimes 15
Often 10
Always 15
The innovative wellbeing practices and never been implemented during covid-19 as per five
respondents. Other five are really indulge into innovative criteria. Whereas, 15 respondents agree
with innovative practices are always implemented into their organisation. So that, other
respondents also need to focus on being innovative.

6 Stages of Successful Digital HR Transformation |
AIHR Learning Bite
FREQUENCY
Fast digitalization of HR processes during COVID-19 has
not been stressful
Never 10
Rarely 15
Sometimes 5
Often 5
Always 10
Fast digitalization or Never been stressful for 10 respondents. Where is 15 find it really and 5
found it sometimes whereas other 10 it always stressful to to adapt fast digitalisation. So that a
required more appropriate training and configuration.

7. Resources and training were provided on the new HR
digital process
FREQUENCY
Never 0
Rarely 10
Sometimes 5
Often 15
Always 10
Resources and training provided on new HR digital process really effort and respondents. Where
is it always provided as per 15 and 10 respondents. Where as 5 respondents sometimes provided
it was not effective.

8 The HR digitalization was a support system to
overcome the COVID-19 challenges
FREQUENCY
Never 5
Rarely 5
Sometimes 15
Often 10
Always 5
HR digitalization process work as a support to overcome the challenges it is dis agreed by 5
respondents. it is often and always agreed by 10 and 5 respondents respectively. Where is 15
respondents sometimes found it useful.

9. The new way of doing HR processes been effective FREQUENCY
Never 0
Rarely 5
Sometimes 10
Often 15
Always 10
The new way of HR process is been effective as per 15 and 10 respondents often and always.
Where as 5 and 10 are rarely or sometimes found it effective.

10. HR team are confident in managing the HR processes
digitally
FREQUENCY
Never 5
Rarely 5
Sometimes 5
Often 10
Always 15
HR team become confident in managing HR process digitally as per 10 and 15 respondents of an
and always. Whereas other 15 are never or rarely or sometimes found confident which require
more authentication and catch on digital process.

11. Resources and technology was provided to those
employees who had to work remotely
FREQUENCY
Never 5
Rarely 10
Sometimes 5
Often 10
Always 10
Resources and Technology are provided to employees who had work remotely as per 5
respondent's. Whereas, other 20 are often an always provided resources and Technology to
employees whereas other 15 are really or sometimes found it active.

12. Those remote employees functioned effectively in
their remote workplace environment
FREQUENCY
Never 10
Rarely 10
Sometimes 5
Often 10
Always 5
Remote employees never worked effectively as per 10 respondents and other 10 was really found
them effective. Whereas 15 always and often found these employees effective. So that it is
required to provide effective training to make their productivity effective.

13. They did not feel isolated in their remote working
environment
FREQUENCY
Never 0
Rarely 15
Sometimes 10
Often 10
Always 5
The employees really felt isolated while working at remote area due to engage in work where is
15 respondents often and always found employees isolated.

14. During the transition process, the remote working
employees were pleased with the assistance from the IT
Department
FREQUENCY
Never 0
Rarely 5
Sometimes 10
Often 15
Always 10
IT manager played an effective role for remote area working employees as per 15 and 10
respondent of an and always. Whereas other 15 are rarely or sometimes found it manages
adjustable due to improper working environment.

15. The company culture allowed the remote working
employees, to function efficiently and effectively
remotely
FREQUENCY
Never 10
Rarely 0
Sometimes 15
Often 10
Always 5
The company culture level allowed remote working as per the 10 respondents whereas 15 are
often and always allowed Their employees and other 15 are sometimes allowed it.

16. Technology has positively reshaped the hiring process
during COVID-19
FREQUENCY
Never 0
Rarely 5
Sometimes 5
Often 15
Always 15
Technology positively reshaped the hiring process during covid-19 is often and always agreed by
30 respondents whereas other 10 are rarely and sometimes found it positive.

17. The transition to virtual recruitment during COVID-
19 has been smooth
FREQUENCY
Never 0
Rarely 10
Sometimes 5
Often 15
Always 10
Virtual recruitment during covid-19 has rarely smooth as per 10 respondents whereas other 15
and 10 are often and always found it smooth due to to creating Precautions in two organisation.

18. There was no drop of labour market supply due to
pandemic fears
FREQUENCY
Never 0
Rarely 5
Sometimes 5
Often 15
Always 15
There was no drop off labour market supply has agreed by zero respondents fullstop whereas
other thirty was agreed that labour market supply got decline due to covid-19. other 10 are really
and sometimes found it dropping.

19. The hiring process has not been challenging due to the
lockdown
FREQUENCY
Never 0
Rarely 5
Sometimes 5
Often 15
Always 15
The hiring process has not been challenging for 10:00 respondents really and sometimes whereas
other 30 are often and always feel challenging the hiring process due to lockdown.

20. It was easy to personalize candidate interactions
virtually
FREQUENCY
Never 0
Rarely 15
Sometimes 10
Often 5
Always 10
It was easy to personalized candidate interaction was rarely agreed by 15 respondent whereas
other 10 it always easy and 5 are often full stop and other founded sometimes easy.
CONCLUSION

References
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The case of Al Jabal Al Akhdar, Oman. Journal of Environmental Management &
Tourism, 11(6), pp.1520-1536.
Arshad, M., 2020. COVID-19: It’s time to be thankful to our ICT professionals. Information
Technology & Electrical Engineering, 9(2), pp.23-31.
Bodolica, V., Spraggon, M. and Khaddage-Soboh, N., 2021. Air-travel services industry in the
post-COVID-19: the GPS (Guard-Potentiate-Shape) model for crisis
navigation. Tourism Review.
Hidayat, S.E., Rafiki, A. and Nasution, M.D.T.P., 2021. Halal industry’s response to a current
and post-COVID-19 landscape and lessons from the past. Journal of Islamic
Marketing.
Hijazi, J., Obeid, J. and Medlej, M.A., 2020. Navigating the Future of the Energy Transition in
the Middle East Gulf Economies Post COVID-19. Global Energy Law and
Sustainability, 1(2), pp.217-222.
Norouzi, N., 2021. Post‐COVID‐19 and globalization of oil and natural gas trade: Challenges,
opportunities, lessons, regulations, and strategies. International Journal of Energy
Research.
Siddiqui, D., 2020. COVID-19 Impact on the Logistics Industry: A case study developed with a
scoial and economic sustainability perspective on a firm operating in the Middle East.
Wut, T.M., Xu, J.B. and Wong, S.M., 2021. Crisis management research (1985–2020) in the
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