Human Resource Management in UAE/GCC: A Detailed Report

This report provides a comprehensive analysis of Human Resource Management (HRM) practices, leadership, and employee involvement within the context of the United Arab Emirates (UAE) and Gulf Cooperation Council (GCC) countries. It begins by critiquing contemporary HRM approaches, such as instrumental and humanistic HRM, and their relevance to the UAE/GCC environment, referencing examples like the Abu Dhabi National Oil Company and Emirates Airline. The report then examines research evidence on employment approaches, focusing on workforce localization challenges and the impact of expatriate workers, along with strategies such as training programs and university collaborations. Furthermore, it investigates people management practices, emphasizing the importance of communication and its impact on employee satisfaction and turnover. The report delves into theories of motivation, commitment, and employee involvement, such as Maslow's Hierarchy of Needs, and their applicability in contemporary organizations within the region. It also evaluates the role of leadership, exploring leadership development activities and the characteristics of effective leaders. Finally, the report discusses the roles of HR management and development, the need for qualified HR professionals, and the influence of HR practices on ethics and organizational culture.

Running head: HUMAN RESOURCE MANAGEMENT
HUMAN RESOURCE MANAGEMENT
Name of the student
Name of the university
Author note

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Table of Contents
TASK 1:...........................................................................................................................................2
1.1. Contemporary approaches of human resource management and development in context to
UAE/ GCC environment..............................................................................................................2
1.2 Research evidence on employment approaches and its impact on the management thinking
and practice in UAE/ GCC..........................................................................................................4
1.3 People management practices that changed as a result of research evidence and led to
positive organizational outcomes................................................................................................5
TASK 2:...........................................................................................................................................7
2.1. Theories on motivation, commitment and employee involvement and their relevance in
contemporary organizations in UAE/ GCC.................................................................................7
2.2 Illustrate how management practice has used, adapted or developed theoretical models
using examples in of organizations in UAE/ GCC....................................................................10
2.3 Employee involvement as a positive factor in UAE/ GCC.................................................12
TASK 3:.........................................................................................................................................12
3.1 Contemporary thinking about the making of a leader in the organization..........................12
3.2 Evaluation of the role of leadership in our organization and characteristics of effective
leaders........................................................................................................................................14
3.3 Leadership development activities and experiences in the organization.............................17
TASK 4..........................................................................................................................................18
4.1 The role of HR management and development and the manner in which HR and other
managers can productively work together.................................................................................18
4.2 The need for professional and qualified HR practitioners...................................................20
4.3 Evaluation of the manner in which ethics and organizational culture can be influenced by
HR practices...............................................................................................................................21
References......................................................................................................................................23

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TASK 1:
1.1. Contemporary approaches of human resource management and development in
context to UAE/ GCC environment
The HRM approaches that are considered by the organizations with the purpose of
upholding the performance related criteria of the same. Waxin et al. (2018) stated that the
approaches that are considered by the organizations are related to the corporate culture and the
strategic objectives of the same. The basic HRM approaches that are undertaken by the
organizations are Instrumental HRM and Humanistic HRM. The
Instrumental HRM practices
are based on improving the performance of the organizations through evaluation and
development of the organizational capabilities. In this relation, Tlaiss (2015) opined that the
instrumental HRM practices in an organization focuses on improving the sustenance and
profitability related concerns that are being encountered by the same. Therefore, the instrumental
HRM practices in an organization permit the same in improving the operational units for
correlating with the common objectives of the venture while operating in the different
geographical locations.
For an example, Abu Dhabi National Oil Company is one of the UAE/GCC companies
which aims at improving their performance through internal audits while identifying and
assessing the different loopholes that have been affecting the performance of the venture.
Bendriss et al. (2018) stated that the effective design of micromanagement in an organization is
reliant on the instrumental HRM approach of the same while operating in the diverse global
scenario. Therefore, the inclusion of instrumental HRM practices in enables an organization in
improving the rate of productivity while monitoring over the flaws and drawbacks in the process
design.

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On the contrary, the
Humanistic HRM practices enable an organization in empowering
collaboration, employee development, employee involvement, inter- trust between the
management and the workforce and informed choice. Mishra, Lama and Pal (2016) stated that
the humanistic HRM approach reflects the employee centric activities that are planned by the
organizations with the objective of improving the performance of the venture. The improved
employee development and involvement related operations of the venture permits the same in
minimizing the rate of staff turnover. Again, the Humanistic HRM practices in an organization
enable the same in improving collaboration between the different employees and the
management. The modifications in the organizational operations are related to the effective
design of the operations while operating in the diverse global scenario. The humanistic HRM
practices are initiated by the organizations with the objective of empowering collaboration and
development of the workforce to cope with the common aims of the venture.
For an example, Emirates Airline, one of the UAE/GCC companies have undertaken
steps to empower the skills and knowledge of the employees through the enumeration of
different training and development programs. The training and development programs enable an
organization in encouraging collaboration among the employees while inducing specific skill
sets among the people. Kayl et al. (2017) stated that increased collaboration between the
different departments and individuals permit a venture in empowering the rate of operation of the
venture. On the contrary, Kispal-Vitai and Wood (2018) noted that the exposition of the
humanistic HRM approach in the organizational operations permits a venture in increasing the
skills of the employees as per the needs of the venture. Therefore, it might be noted that the
application of the humanistic approach in the HRM practices of an organization empowers the
performance, correlating to the needs of the venture.

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1.2 Research evidence on employment approaches and its impact on the management
thinking and practice in UAE/ GCC.
The Gulf Cooperation Council (GCC) countries have been facing significant issues in
maintaining the Workforce Localization (WL) and are thereby struggling to improve the
Nationalization strategies through training programs and creation of employment opportunities.
Shantz (2016) stated that the minimized involvement of the local citizens in the different private
sectors affected the rate of employment in the nations. On the contrary, it has been noted that the
increasing number of expatriates in the region have been creating challenges for the companies
in the UAE/ GCC regions. The lack of relevant educational qualifications, professional skills and
experience of Emirati Applicants restricted the job opportunities in the private sectors.
Moreover, the intense competition with the skilled expatriates from different
geographical locations affected the employment of the localized Emirati people. It has been
noted that more than 62% of the employees in the private companies of the UAE/ GCC regions
are expatriates which reflects the manner in which the localized population are deprived of the
job opportunities (Vithana et al. 2018). The government is planning to induce different
legislation to restrict the employment of the expatriates while improving the structure of the
learning and development programs meant for the localized people (Mauro 2017). Therefore, the
training and development program will not only permit the companies in attracting the
involvement of the localized communities but also improve their skills to match the
organizational requirements.
The management of the companies have taken steps to develop effective training and
development programs for the communities with close collaboration with the different
universities. The effective training and development programs in the form of internships for the

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university students would enable the companies in UAE/ GCC region to make the future
applicants aware of the industry trends and the specific skills that are required by the employers.
El-Kassar and Singh (2019) stated that nurturing the organizational culture and making the
applicants aware of the different practices for empowering their employability. Therefore, the
organizations in the UAE/ GCC region aimed at improving the learning and development
programs while integrating their operations with the universities.
I believe that the learning and development programs and the collaboration with the
different universities permitted the organizations in UAE/GCC in improving the skills and
employability options. The different changes in the organizational operations are based on the
effectiveness of the operations as per the needs of the venture. The induction of knowledge on
the different trends in the industries and the specific skill sets would possibly empower the
likelihood of the local people of being employed in the different positions being offered by the
employers in the private sectors. Jain (2016) stated that the effective learning and development
related activities permit an organization in empowering the skills of the people. In this relation, I
believe that the increased collaboration with the different universities would eventually
encourage the organizations in promoting the skill and experience based needs of the same. On
the contrary, the improvements in the skills of the applicants through the induction of internship
activities would empower the employability among the local communities in UAE (Church
2015). Therefore, I believe that the strategies that are initiated by the UAE/GCC based
companies are effective for empowering the rate of employment among the local communities.

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1.3 People management practices that changed as a result of research evidence and led to
positive organizational outcomes
Communication is one of a major tool that is used by the organizations with the objective
of improving the involvement of the employees in the diverse range of activities while building
over the inter- trust factors. Stone and Deadrick (2015) reported that transparency of
communication is an essential element in people management practices for improving the rate of
trust and confidence of the stakeholders on the management’s operations. Therefore, the
increased rate of communication with the different stakeholders permits an organization in
improving the performance and innovativeness of the same. In this relation, it has been noted
that lack of effective communication between the management and the employees has been an
escalating issue in the UAE/GCC regions (Thunnissen 2016). The lack of effective
communication among the management and the employees affected the capability of the
organizations in maximizing the involvement of the employees in the different business
processes.
The research on the rate of satisfaction among the employees portrayed that more than
53% of the employees in the UAE/GCC regions resign due to lack of effective communication
between them and the management bodies (Piszczek and Berg 2019). For an example, NMC
Healthcare encountered a situation of increased staff turnover mostly due to the reason of
insufficient communication with the management teams (Ahmad 2015). The lack of sufficient
communication affects the performance of the ventures. The key changes that are planned by the
organizations depend on the collaboration of the different departments and individuals.
Therefore, it might be stated that strategic communication encourages involvement of the
stakeholders in the diverse range of activities.

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The practices that are mostly undertaken by the organization for improving the rate of
communication of the management with the employees are through the enumeration of group
projects, open discussions and forums. The practices enable an organization in empowering the
innovativeness and involvement of the stakeholders in the diverse range of activities that are
planned by the venture. Brewster (2017) stated that collaborative functioning of the stakeholders
with their management ensures the improvements in the performance of the organizations. On
the contrary, the open discussions and meetings would allow the organization in improving the
inter- trust factors between the different stakeholders (Beauregard et al. 2015). Therefore, the
increased performance of the venture would be dependent on the increased involvement and
collaboration among the different stakeholders while operating in the diverse global scenario.
TASK 2:
2.1. Theories on motivation, commitment and employee involvement and their relevance in
contemporary organizations in UAE/ GCC.
Name of the theory Evaluation of the theory Relevance of the theory
Maslow’s Hierarchy of
needs Theory
Maslow's Hierarchy of Needs
is a motivational theory
which is a five-tier model of
human needs in the form of a
pyramid. The theory aims at
identifying the different
psychological needs of the
The major
advantages of the
theory are:
 The theory is made in
a simplified format
which is thereby easy
to understand and
implement while
assessing he different
psychological needs
The application of the theory
in the organizational model
would enable the
management in identifying
the psychological needs of
the employees while forming
the policies and culture for
the venture. On the contrary,
the assessment of the

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people. of the people
(Maheshwari et al.
2017).
 The higher relevancy
of the theory in the
different fields
permits in improving
the assessments that
are made by the
management.
The major
disadvantages of
the theory are:
 The criteria that are
proposed by the
framework is
basically due to the
difficulty of
measuring. The lack
of effective
measurement related
aspects restricted the
scope of the theory in
assessments.
psychological needs of the
employees would assist the
management in motivating
the same for maintaining the
uninterrupted flow of
operations. The application of
the theory in the UAE/GCC
regions might create
opportunities for identifying
and prioritizing the basic
needs with the psychological
need of the people (Van
Beurden, Van Veldhoven
and Van De Voorde 2018).

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 The differences in
cultural forms might
create paradoxes for
the organizations
while correlating to
the framework
Alderfer’s ERG theory
The ERG theory (Existence,
Relatedness and Growth)
aims at identifying the
material existence
requirements of the humans.
The ERG theory is the further
development of Maslow’s
hierarchy of needs.
The major
advantage of the
theory are:
 The theory proposes a
more consistent
structure for
identifying the
different issues that
are being encountered
by the people
irrespective of the
 Cultural background
and psychological
dialects of the same.
The constructive
understanding of the
different needs of the
people would enable
The application of the theory
in the organizational model
would enable the organization
in identifying the
psychological and basic needs
of the people while
distinguishing and
prioritizing between the same
(Tian et al. 2015). The
different changes in the
organizational operations are
based on the active
participation of the
employees in the different
practices that are being
planned by the venture. The
application of the theory in

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the organizational
management in
applying the theory in
mostly all contexts
(Stone et al. 2015).
The major
disadvantage of
the theory are:
 The theory does not
provide with clear
guidelines on the
different areas which
restricts the
organizational
understanding of the
different needs of the
people.
the context of the companies
in UAE/GCC regions would
encourage the development
and growth of the businesses
while encouraging
maximized retention of the
human resources.
2.2 Illustrate how management practice has used, adapted or developed theoretical models
using examples in of organizations in UAE/ GCC.
Management practices in the company Theories that are used by the company
The organization identifies and assesses the
different workflows while operating as per the
The organization uses the Scientific Theory by
Frederick W. Taylor, which aims at providing

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changing business environment. The
assessment of the workflows enable the
venture in gaining significant knowledge on
the different flaws in the process design and
the manner in which the same might be
mitigated to suit the resource based view and
improve the capabilities.
a framework for the organizations in
assessing the workflows while
micromanaging the different components of
work (Kaehler and Grundei 2019). The
micromanagement related operations of the
venture enables the venture in improving the
rate of labor productivity while operating in
the diverse global scenario.
The organizational management aims at
improving the performance of the venture
through equal distribution of work among the
different departments. The equal distribution
of work among the different departments
enabled the organization in retaining the
uninterrupted flow of operations as per the
expertise of the people. On the contrary, the
organization also aims at minimizing the rate
of staff turnover through transparent
communication and effective policy making.
The transparency of communication enabled
the venture in improving the trust and
confidence of the stakeholders and
encouraging their involvement in the diverse
The organization followed the Administrative
Theory by Henri Fayol which realized the
roles and responsibilities that a leader might
anticipate with the objective of improving
their performance (Biswas, Boyle and
Mitchell 2019). The theory aimed at creating
a pathway for the leaders in retaining the
workforce and developing the processes to
achieve the common goals of the venture. The
key modifications in the organizational
operations are based on the assessment of the
needs of the same while operating in diverse
environments (Cohen 2015). Therefore, the
application of the theory in the organizational
context would empower the organization in