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Purpose -Even though initiatives to increase the participation of citizens in the workforce have been in place for more than a decade in the United Arab Emirates (UAE), the results are not impressive. Citizens' workforce participation -it is argued in the literature -is hindered by structural as well as attitudinal concerns. A key concern of this paper is to explore stereotypes which -as anecdotal evidence in the literature suggests -are a key hindrance to successful localisation. Design/methodology/approach -A survey was completed by 310 expatriates and citizens. Exploratory factor analysis was used to understand the key factors describing how UAE citizens are perceived and stereotyped and ANOVA analyses were used to understand the determinants of such perceptions. Findings -Findings confirm the general belief that Emiratis are negatively stereotyped by expatriates in the UAE labour market. Four themes or factors regarding perceptions of citizens were identified: generally negative perceptions with regard to skills and competencies, work ethics, cultural disposition, and perceived effectiveness of Emiratisation.Research limitations/implications -The sample was not ideally balanced as it included more citizens compared to the overall composition of the labour market. Practical implications -The implications of these negative stereotypes on intergroup relations and expected impacts on Emiratisation are discussed. Ultimately, this paper provides a new subject perspective on immigration, presenting the case of citizens being a minority in need of acculturation to their own country's work environment. Originality/value -This paper is the first to empirically assess stereotyping and negative perceptions of citizens and its implications on workforce nationalisation in the GCC region.

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PurposeThis paper sets out to identify HR‐relevant recommendations for workforce localization in the context of emerging Gulf economies. While previous research has focused on topics such as commitment or the influence of stereotypes, this paper aims to suggest concrete steps to help organizations in addressing the full scale of localization from recruitment to retention.Design/methodology/approachData were collected predominantly through in‐depth, semi‐structured interviews with HR managers from both the public and private sector.FindingsWith a multitude of definitions and approaches to Emiratization, best practices are yet to be established. The paper provides a potential stepping‐stone towards these by identifying some of the adaptations needed to key HR processes to foster localization.Research limitations/implicationsThere are difficulties in generalizing the data due to the limited sample size and there were significant difficulties in accessing relevant personnel, with another limitation being the tendency towards socially acceptable responses.Practical implicationsThe paper puts forward several recommendations, the realization of which could positively influence the chances for successful localization – as opposed to widespread tokenism practices. This might support meaningful localization aiding both the employer and the employee by providing locals with meaningful and suitable work, while at the same time increasing the returns on human capital investment.Originality/valueThere has been no previous research which provides recommendations across key HR practices.

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Purpose -This exploratory study aims to analyse the conditions under which Emiratisation -the process of nationalizing the workforce in the UAE -can enable organizations to capitalize on local human capital. Design/methodology/approach -Relying on an initial literature review, this study is based on a series of interviews with UAE national as well as expatriate managers, both from the public and private sector. Questions for the semi-structured interviews were based on a review of practice and policy-oriented literature in order to further the understanding of the topic. Findings -With limited literature available on the topic, the initial aim of this study was to identify HR processes relevant to Emiratisation, however, it soon became evident that success could be attributed to very basic decisions taken long before HR processes became relevant. This paper concludes that there are mainly two ways of approaching Emiratisation: one is an effort geared at producing statistics for PR or avoidance of negative consequences, the other is a serious commitment to the integration of UAE nationals into the workforce. Evidence from interviews suggests the choice between these two ways determines the chances for successful Emiratisation.Research limitations/implications -The literature review proved difficult due to the relative absence of the topic in scholarly journals, therefore the author had to rely on commercial publications as much as on official statistics. Another limitation is the author's use of interviews leading to theoretical saturation earlier than expected. Practical implications -The lack of honesty regarding the motivation to invest in Emiratisation is a significant hindrance for the overall success of such programs. The waste of time, effort and ultimately the waste of human resources resulting from Emiratisation programs meant to produce only statistics or avoid negative consequences mandate a reorientation of the approach towards Emiratisation. Originality/value -This study aimed to be the first into Emiratisation related HR processes but was -due to preliminary analysis of interviews -refocused towards the commitment to Emiratisation.

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