Abstract
In the essay, Convergence, Divergence or Middle of the Path: HRM Model for Oman, Khan describes the current state of Human Resource Management (HRM) in Oman. He explains that this field of research and policy-making is undergoing rapid development in the country. The factors affecting it are cultural and religious norms, a significant expatriate proportion in the workforce, and influence from foreign HRM practices (Khan, 2011). He further explains that currently, it is uncertain whether Omani HRM research and policies should follow a path of development that is convergent with successful global practices or one that diverges from them. In discussing this question, Khan (2011) comes to the conclusion that neither option is viable on its own, and a “middle of the path” approach is required. This approach would integrate global practices while accounting for the local sociocultural context.
The Paper’s Merit
The paper arrives at its conclusion after providing a thorough description of the local and global factors that affect the development of HRM practices in Oman. In particular, it draws attention to the differences in those factors between Oman, other Gulf Cooperation Council (GCC) countries, and Western economies in terms of their HRM development. The essay’s main argument is that local socio-cultural conditions have influenced the formation of existing HRM practices (Khan, 2011). As these conditions in Oman and GCC countries, in general, are different from the ones in Europe, the U.S., and other nations, a fully convergent approach appears impossible (Khan, 2011). However, external pressures from global corporations and foreign stakeholders also play a significant part in the development of HRM, preventing a fully divergent approach that ignores them from arising, as well (Khan, 2011). These arguments, although somewhat obvious, present a compelling case for HRM models distinct from the Western Model arising in any country or region as it adapts to its local conditions.
The Case for Saudi Arabia
The argument in Khan’s paper can be applied to any country or region with developing HRM practices and culture different from the Western European template. Therefore, the same principles can be applied to Saudi Arabia. The original paper lists the country’s predominantly Muslim population and a high percentage of expatriate workforce as major factors affecting the development of HRM in Oman (Khan, 2011). Saudi Arabia is also a Muslim state with a large expatriate community, which constitutes similarities in the cultural background of HRM development (Central Intelligence Agency, n. d.). Because of these similarities, a divergence in HRM methods with the Western Model can be advocated for this country. As suggested by Khan (2019), a proposed model should seek to integrate the existing social and cultural context in regard to Islamic values and work ethics.
The Middle Eastern HRM Model
An argument exists that no distinct Middle Eastern HRM model currently exists. As Budhwar and Mellahi (2006) and Khan (2011) corroborate, HRM is less developed in the region, and there is insufficient research to formulate practices and policies that account for the local conditions. However, the influence of global and international forces creates a base that, by interacting with local cultural and religious values and ethics, shapes the development of a Middle East-specific HRM model. Ultimately, local researchers and policymakers decide the extent to which global practices are adopted and to which this new model will diverge from them.
References
Budhwar, P., & Mellahi, K. (2006). Managing Human Resources in the Middle East. Routledge
Central Intelligence Agency. (n. d.). Brazil. In The world factbook. Web.
Khan, S. A. (2011). Convergence, divergence or middle of the path: HRM model for Oman. Journal of Management Policy and Practice, 12(1), pp. 76-87.