Introduction
Among the countries which offer the most outstanding job opportunities, UAE takes a solid position – it has everything literally to offer to the people who are looking for good job prospects and a more than sufficient salary. However, taking a closer look at the state of affairs within the country and its human resource distribution, one can see that the process of employment in the UAE is no bed of roses for a certain layer of the society, namely, the expatriates. Learning more about the difficulties which the expatriates face in the sphere of UAE employment, as well as the factors inducing these difficulties, can actually help to solve the issue with the expatriates and help them integrate into the UAE society more successfully.
Al-Jenabi, B. (2012). The scope and impact of workplace diversity in the United Arab Emirates. Malaysia Journal of Society and Space, 8(1), 1-14.
Introduction: The Research Background
Dwelling on the issue of workplace diversity in the UAE, Al-Jenabi helps to understand the complexities which the employers face when building relationships with foreign staff and the issues which they encounter with the expatriates working for them. With a multi-method approach, the study offers the results of numerous surveys on the issue of workplace diversity.
The Relevant Themes
It is important that, while the paper touches upon the problems which the expatriated face in the UAE, it mostly concerns the employees, which makes the paper really interesting. On the one hand, it is important to know what complexities expatriates come across when dealing with finding jobs, sending applications, etc., it is also good to know what the managers think about it, and this paper provides the opportunity to hear from the other side in ample proportions.
Immediate Professional Context
Al-Jenabi tries to convey not only the fact that the current expatriate strategies need to be readdressed; the author also makes it clear that at present, the UAE companies lack touch with other cultures. Since the majority of the staff is foreign, it will be a good idea to create cross-cultural ties, Al-Jenabi thinks: “There was concern that the country’s cultural character and heritage would be damaged” (Al-Jenabi, 2012, 10).
Conclusion and Recommendations
Therefore, it can be considered that for the UAE employees, it is necessary to learn the specific of their own culture, as well as help them integrate into one of the UAE. However, what slipped the researcher’s attention is that increasing diversity in the workplace can lead to an increase in unemployment rates among the citizens of the UAE.
Aloyusif, A., Naoum, S., Atkinson, A. & Robinson, H. (2010). In Egbu, C. (Ed) Procs 26th Annual ARCOM Conference, 2010, Leeds, UK, Association of Researchers in Construction Management, 511-520.
Introduction: The Research Background
Another research on the way diversity can affect and improve the company stability, the study conducted by Aloyusif, Naoum, Atkinson & Robinson (2010) shows the flaws of the existing management practices and offers the ways in which the latter can be improved. In addition, the authors research the specifics of the Asian management behavior and attitudes, which makes the company leadership and organization theme mix with the needs and wants of the expatriates.
The Relevant Themes
It is essential that the authors touch upon the issue of the expatriated who face issues with working in the specific settings and have troubles with fitting in. Echoing with the topic of the given paper, the article allows us to see what impact the national Arabic culture has on the organization of various enterprises within the country and on the people working in these organizations. Thus, the authors not only address the issue of the expatriates but also provide the means to solve these complexities.
Immediate Professional Context
It must be admitted that the given paper is of huge importance, since it also deals with various management practices, comparing and analyzing them. Thus, a detailed account of the way in which organizations in UAE work is offered and the key elements of the relationships between the employees and the management can be tracked. Finally, the fact that the expatriates’ culture can conflict with one of the UAE is finally addressed, and the attempts to solve it are made.
“The ownership type of the companies could be associated with the dominance of clan culture” (Aloyusif, Naoum, Atkinson & Robinson, 2010, 518). The authors consider the key aspects of the Islamic culture and the main issues which can affect the relationships between the expatriates and the local people, which makes the paper compelling research.
Conclusion and Recommendations
It is essential that the given paper focuses on various models that the UAE managers can adopt when working with the expatriated staff. Outlining the key aspects of each model, the authors of the research allow us to pick the most efficient one to address a certain problem.
Briscoe, D. (2008). International human resource management. New York, NY: Taylor & Francis
Introduction: The Research Background
A book that offers general information about the international HRM describes the way it works and mentions its key elements, benefits, and flaws, as well as the issues which need considerable development and/or restructuring, International human resource management serves as the foil for the entire research. While the authors update the reader on the key events which have occurred in the sphere of HRM since recently, there are still enough fundamental ideas that can be used to set a background for the research.
The Relevant Themes
Writing about such a complex issue as international resource management, the authors had a lot of topics to deal with and a number of ideas worth implementation. That is why the given research has a lot to offer for a study on the expatriates in a UAE company settings. Moreover, the author offers a careful and detailed analysis of the advantages and disadvantages which a typical expatriate has when being offered a job in the UAE company. Not only does the author show the list of reasons which cause expatriates to fail in delivering good results, but it also analyses these reasons and outlines the strategy for better performance.
Immediate Professional Context
Speaking of the professional context in which the given data can be applied, one must admit that the given research has a lot to do with the expatriate issue; therefore, it can be used as the cornerstone in building the relationships between the expatriated employees and their managerial. While the book explains the ins and outs of the international HRM issues, it also gives a broad context of how its numerous ideas can be applied and what it will lead to, which makes the given book a perfect means to solve the conflicts emerging in a multicultural organization.
Conclusion and Recommendations
Thus, it is clear that the given article can help understand the basic organizational choices made by the company managerial for the expatriates. In addition, it is really rewarding to see a detailed analysis of the existing management practices and learn what their outcomes can and will be once the strategies are applied. However, this is also where the research falls flat, since, first, the statistical data offered in the paper is related to a certain time period and, therefore, cannot be used as the ultimate fact; and, second, the research does not offer the statistical data on the expatriated and does not concern the UAE in particular.
Budhwar, P. S., & Mellahi, K. (2006). Managing human resources in the Middle East. New York, NY: Routledge
Introduction: The Research Background
Relatively recent research made on a compelling issue, the given book considers the methods of the HRM practice in some of the East regions. Despite the fact that the author focuses not solely on the UAE, though the latter is also a major theme of the book, it is a fairly good, all-embracing research which provides a sufficient theoretical background, a thorough analysis of the obtained data, and certain statistical data which tell their own story in a rather graphic way.
The Relevant Themes
It is essential that the given book deals a lot with the issue of expatriation and how the expatriated can adjust to the new environment in the UAE. Offering graphic fact sheets on the UAE employment rates among the expatriated, it makes for a perfect study of the HRM strategies in the UAE.
Immediate Professional Context
As for the application of the given ideas in a real situation, one should mention that the book offers ample opportunities for testing the veracity of the recommendations which the authors give expatriates. Checking for the tips concerning the workplace behavior could be a good application of the book ideas in a professional context.
Conclusion and Recommendations
Thus, the given source can be considered a perfect way to learn more about the UAE HRM strategies and the way expatriates are treated in the context of the UAE organizational management. However, the book could have offered a more objective judgement, explaining the position of the UAE managerial.
Cerimagic, S., & Smith, J. (2011). Cross-cultural training: The importance of investing in people. COBRA 2011: RICS Construction and Property Conference, 667-675.
Introduction: The Research Background
Cerimagic and Smith address the issue of the UAE expatriates and their further employment from quite an unusual angle. Conducting a research on the effects which a cross-cultural training can offer the UAE companies, both the ones which belong to the UAE companies and the foreign ones, the authors consider the expatriation issue closely, the study embraces a number of factors which contribute to the attitudes towards expatriates in the UAE business settings.
The Relevant Themes
As for the theme which the given research touches upon, one must mention that it addresses the employment of the people with different cultural backgrounds. In addition, the research makes it obvious that the expatriated are not necessarily incompetent and must not be admitted to white-collar jobs; on the contrary, the researchers state that, with sufficient training, expatriates can take quite high job positions: “The training should include pre-departure training, on-site training and repetition training where every few months a refresher training workshop is offered” (Cerimagic & Smith , 2011, 673).
Immediate Professional Context
In the context of the given paper, the research conducted by Cerimagic and Smith can be used to check for the means to improve the existing strategies for the expatriated personnel. As the researchers explain, their study “shows that many host country nationals would like to see changes and improvements in some styles of expatriate managers” (Cerimagic & Smith , 2011, 674).
Conclusion and Recommendations
Thus, it can be concluded that Cerimagic and Smith offer a new interpretation of the situation with expatriates in the UAE. While explaining in details what effects culture fusion has on entrepreneurships and
Naithani, P. (2010). Challenges faced by expatriate workers in Gulf Cooperation Council countries. International Journal of Business and Management, 5(1), 98-103
Introduction: The Research Background
Naithani drives the readers’ attention to the fact that over the past few decades, expatriate workers in the UAE have become the core workforce, which has driven to a number of undesirable effects. Since the expatriates did not demand much money for their work to begin with, it has become profitable to use the expatriates as the key workforce, leaving the locals with few job opportunities.
The Relevant Themes
Offering the information on the demands that the Gulf Cooperation Council makes for the applicants, Naithani touches upon a range of issues concerning the GCC HRM strategy, thus, offering an overview of the current EUA HRM practices. One must give Naithani credit for describing all the drawbacks of the existing HRM practice and provide a detailed description of the issues which expatriates face in the UAE.
Immediate Professional Context
The given research is significant for the paper mainly because it explains in details why expatriates frail to get their job positions in the UAE. While the rest of the sources touch upon the strategies which the Arabian HR managers follow, Naithani makes the readers take a different perspective and see the problem as the expatriates see it.
Conclusion and Recommendations
According to Naithani, the key problem with the UAE human resource management is that it fails to satisfy both the locals, who suffer as well, since the expatriates take jobs for lower salaries and, therefore, contribute to the increase of unemployment among the local people, and the expatriates, who work in rather inappropriate conditions. In addition, gender issues are also there. Solving the problem, Naithani suggested to “promote participation of female expatriates in the workforce” (Naithani, 2010, 102), which seems reasonable.
Conclusion
It goes without saying that at present, the UAE human resource management requires a thorough reconsideration. Despite the fact that a lot has been done, there are still certain issues with the employment of the expatriates and their further promotion, as well as job opportunities. Therefore, it can be considered that the situation in the UAE human resource management needs improvement. However, it is worth adding that, with reasonable changes in the companies’ policies, one can anticipate that the HRM sphere will be shaped towards a more loyal attitude towards expatriates and offer them better opportunities.
Reference List
Al-Jenabi, B. (2012). The scope and impact of workplace diversity in the United Arab Emirates. Malaysia Journal of Society and Space, 8(1), 1-14.
Aloyusif, A., Naoum, S., Atkinson, A. & Robinson, H. (2010). In Egbu, C. (Ed) Procs 26th Annual ARCOM Conference, 6-8 September 2010, Leeds, UK, Association of Researchers in Construction Management, 511-520.
Briscoe, D. (2008). International human resource management. New York, NY: Taylor & Francis.
Budhwar, P. S., & Mellahi, K. (2006). Managing human resources in the Middle East. New York, NY: Routledge.
Cerimagic, S., & Smith, J. (2011). Cross-cultural training: The importance of investing in people. COBRA 2011: RICS Construction and Property Conference, 667-675.
Naithani, P. (2010). Challenges faced by expatriate workers in Gulf Cooperation Council countries. International Journal of Business and Management, 5(1), 98-103.