Human Capital in the Middle East: A UAE Perspective PDF
Preview Human Capital in the Middle East: A UAE Perspective
PALGRAVE STUDIES IN GLOBAL HUMAN CAPITAL MANAGEMENT Human Capital in the Middle East A UAE Perspective Edited by Vijay Pereira Mark Neal Yama Temouri Wardah Qureshi Palgrave Studies in Global Human Capital Management Series Editors Vijay Pereira Khalifa University Abu Dhabi, United Arab Emirates Ashish Malik Newcastle Business School The University of Newcastle Callaghan, NSW, Australia Surender Munjal Leeds University Business School University of Leeds Leeds, UK Sumit Kundu College of Business Florida International University Palmetto Bay, FL, USA Globalization has led to spatial division and disaggregation of work across the globe, leading to the evolution of novel forms of work organization and contextually-embedded approaches such as co-working and co- creation in an interconnected and interdependent ecosystem. Whilst there are many advantages of scale and scope associated with these work design forms there are also many problems and challenges. Palgrave Studies in Global Human Capital Management presents new research that examines the intersection of globalization, technology, innovation, HRM practices and work organi- zation. With an emphasis on human capital management in international business, the series stresses the importance of culture and contextually- situated knowledge a dynamic work environment, especially in the context of big emerging markets to enhancing productivity and competitiveness with a skilled work force. More information about this series at http://www.palgrave.com/gp/series/14623 Vijay Pereira • Mark Neal Yama Temouri • Wardah Qureshi Editors Human Capital in the Middle East A UAE Perspective Editors Vijay Pereira Mark Neal Khalifa University Khalifa University of Science and Technology Abu Dhabi, United Arab Emirates Abu Dhabi, United Arab Emirates Yama Temouri Wardah Qureshi Khalifa University ISM University of Management and Abu Dhabi, United Arab Emirates Economics Vilnius, Lithuania Aston University Birmingham, UK ISSN 2662-110X ISSN 2662-1118 (electronic) Palgrave Studies in Global Human Capital Management ISBN 978-3-030-42210-3 ISBN 978-3-030-42211-0 (eBook) https://doi.org/10.1007/978-3-030-42211-0 © The Editor(s) (if applicable) and The Author(s), under exclusive licence to Springer Nature Switzerland AG 2020 This work is subject to copyright. All rights are solely and exclusively licensed by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. The publisher, the authors and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication. Neither the publisher nor the authors or the editors give a warranty, expressed or implied, with respect to the material contained herein or for any errors or omissions that may have been made. The publisher remains neutral with regard to jurisdictional claims in published maps and institutional affiliations. This Palgrave Macmillan imprint is published by the registered company Springer Nature Switzerland AG. The registered company address is: Gewerbestrasse 11, 6330 Cham, Switzerland Foreword The “Middle East” is a modern geographical term coined to denote and distinguish the transcontinental area ranging between Western Asia and Egypt. The term is claimed to have originated in 1850 in the British India office. Technically comprising seventeen nations, populated by around 371 million people, the region’s other indigenous names include the Maghreb (which includes North African nations along the Mediterranean Sea such as Morocco, Algeria, Tunisia, Libya); Bilad al-Shaam (i.e. the Levant including Lebanon, Jordan, etc.); and the Mashriq (including Syria, Iraq, Kuwait, and the nations of the Arabian Peninsula, including Saudi Arabia, Oman, and the United Arab Emirates [UAE]). Economically, the Middle East has been known for many centuries as a vibrant hub of trading, and more recently for its vast oil reserves. Culturally and in reli- gious terms, it is the birthplace of the three monotheistic religions, namely Christianity, Islam, and Judaism. Thus the Middle East has for long been a rich region culturally and economically, which has further made the region attractive to expatriates from various corners of the world. Middle Eastern countries are going through rapid changes, which has added to the attraction. At the time of writing, countries in the Middle East have increasingly opened relations beyond the region. Locals are travelling globally for education, business, tourism, and so on, and the UAE passport is among the most welcomed worldwide, with easy entry permitted in 179 countries (of which 118 countries are visa-free v vi Foreword and 61 provide visas on arrival). Overall the region is opening up and developing rapidly; however, in respect of information and knowledge on different aspects of the region, there is still a large gap. To this end, this book is timely because it portrays an important aspect, that of human capital in one of the globally most prominent of the Middle Eastern countries, the United Arab Emirates. I applaud the edi- tors Dr. Vijay Pereira (my teacher and mentor during my doctoral thesis), Dr. Mark Neal, Dr. Yama Temouri, and Dr. Wardah Qureshi for this contribution to new knowledge within the business and management domain in the context of the Middle East. The UAE is economically and culturally among the most influential nations in the region, as it is also unique in the world because it is the only country whose population profile includes nine expatriate residents for every Emirati resident, a ratio which is also reflected in the workplace. Though it is a young coun- try (established in 1971), its leaders (led and inspired by the late Sheikh Zayed’s legacy) have followed on one hand a path of tolerance, compas- sion, happiness, and good governance and on the other have been futur- istic in terms of leading in artificial intelligence, moving towards being a knowledge economy (away from its dependence on oil), and being driv- ers and motivators of innovation. Culturally too, the UAE has always been welcoming and tolerant to other religions and faiths. Consider the meeting between Roman Catholic Pope Francis and the Grand Imam of Al-Azhar, Ahmed el-Tayyeb, who signed the “Document on Human Fraternity for World Peace and Living Together” in Abu Dhabi in February 2019. As an expression of this spirit of tolerance, ground has already been broken for the construction of the Abrahamic house that will have a mosque, a church and a synagogue in one location. Thus the UAE becomes an interesting place to research human capital manage- ment, and the book identifies key themes of scholarly and practical inter- est in the UAE, such as happiness and human capital in the UAE, employee incentives, restructuring and integration of employees, employer and nation branding, and human capital and innovation. The various chapters under these themes have been uniquely authored by recent master’s level students who have lived, worked, and studied in the UAE under the guidance of the experienced editors. Foreword vii I am sure this book will be valuable to students, researchers, and many other stakeholders interested in human capital management in the UAE. As the late Sheikh Zayed bin Sultan Al Nahyan said, “No matter how many buildings, foundations, schools and hospitals we build, or how many bridges we raise, all these are material entities. The real spirit behind the progress is the human spirit, the able man with his intellect and capabilities.” As a local Emirati, I am proud of this heritage and con- fident that the UAE will continue to lead by example. UAE Ministry of Foreign Affairs, Dubai Kamal Al Yammahi Contents 1 Introduction 1 Vijay Pereira, Mark Neal, Yama Temouri, and Wardah Qureshi Theme I Happiness and Human Capital in the UAE 23 2 The Impact of Cross–Cultural Training on Employee Performance in the UAE Hospitality Industry 25 Latika Varlani 3 Low Employee Engagement in the UAE: Causes and Solutions to Overcome the Issue 51 Alia Al Nuaimi 4 The Impacts of High Employee Turnover in the UAE Hospitality Industry 73 Amnah Qasim 5 The Effects of Employee Engagement on Employee Turnover: A Case Study from the UAE 93 Tasleem Firdous ix x Contents 6 Long Working Hours and Their Impact on Employee Productivity in the UAE Service Sector 119 Yasmine Karim Theme II Employee Incentives in the UAE 147 7 How Does a Total Reward System Influence Employee Motivation Among Executive Management? An Analysis of the UAE Real Estate Industry 149 Nour Al Mojahed Theme III Restructuring and Integration of Employees in the UAE 177 8 Consequences of Mergers and Acquisitions and Their Effect on Employees: A Case Study from the Banking Industry in the UAE 179 Tijan Muhanad Younus Al Naeemy Theme IV Employer and Nation Branding in the UAE 225 9 Key Elements of Nation Branding: The Importance of the Development of Local Human Capital in the UAE 227 Myriam Saad 10 E-Commerce Acceptance and Implementation Among Consumers in the UAE: An Opportunity to Build Human Capital for Future Jobs in Technology and Marketing 253 Sabahat Momin
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