Emiratization Progress and Challenges

Daleure, Georgia

doi:10.1007/978-981-10-2765-9_10

Cited by 3 publications

(7 citation statements)

References 7 publications

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“…In the 1990s, to address low private sector workforce participation among citizens, the government initiated a workforce nationalization program known as Emiratization. The program was intended to encourage private sector employers to hire Emiratis and equip Emirati workers with the skills necessary to successfully compete in the private sector (Al-Waqfi & Forstenlechner, 2014; Daleure, 2017). Al-Waqfi and Forstenlechner (2014) reported that Emiratization was comprised of two parts: (a) government policy that encourages private employers to consider UAE nationals as candidates for open positions and (b) government-provided training and career support to assist nationals in becoming effective private sector employees.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Al-Waqfi and Forstenlechner (2014) reported that Emiratization was comprised of two parts: (a) government policy that encourages private employers to consider UAE nationals as candidates for open positions and (b) government-provided training and career support to assist nationals in becoming effective private sector employees. Daleure (2017) suggested that in UAE, private enterprises of certain sizes in certain industries and economic zones were expected to meet the established government targets for the percentage of Emiratis employed. Daleure concluded that although the success of Emiratization has been mixed, the government has suggested Emiratization should be expanded.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Embedded within Vision 2021 was a plan to develop “a knowledge-based economy in which growth is driven by research, development, and innovation and the creation of internationally competitive high value-added economic sectors” (Ulrichsen, 2017, p. 125). It is worth mentioning that due to several economic and social factors, retention of expatriates in UAE is highest among neighboring countries (Daleure, 2017). In 2017, the percentage of expatriates within the country who wished to remain in the country was 72% compared with 59% for Kuwait and around 50 % for rest of gulf commonwealth countries (GCC; Ulrichsen, 2017).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Ulrichsen reported that the government provided young nationals with preferential loans to set up their own businesses and paid special attention to the issue of education and training of nationals. This resulted in UAE achieving substantial progress in education in the last decade (Daleure, 2017). But due to the limited coordination between education sector (talent development) and economic and labor markets (talent management), educational systems have particularly failed to provide an adequate number of accountants, business managers, engineers, computer specialists, doctors, nurses, or teachers (Sidani & Thornberry, 2013).…”

Section: Literature Reviewmentioning

confidence: 99%

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Talent Management and Development in the United Arab Emirates

Dirani

Bowman

Guyer

et al. 2018

Advances in Developing Human Resources

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The Problem Although there is a surge in research on Talent management and talent development (hence forward TMD) practices across different regions, most of what we know about these topics in the United Arab Emirates (UAE) is based on government and practitioners’ reports. Nowadays, UAE is going through unprecedented times of growth. Organizations are operating in a diverse environment created by a smart government vision and practical policies that allowed the UAE to be labeled as a talent magnet destination. Still, TMD activities seem to be influenced by a two-tier system, one for Emirati nationals and another for expatriates. The question is whether the UAE is able to continue its growth through current TMD practices or whether a more strategic approach is needed to address the current TMD challenges and to meet the needs of individuals and of organizations. The Solution The purpose of this article is to provide an overview of professionals’ perspectives in different sectors about (a) the government policies, (b) current activities, and (c) challenges and contextual factors that affect the current state of TMD in the country. Once we understand the different policies, activities, and challenges, practitioners and leaders can use TMD as a source of power, or a strategy, that can lead people and organizations into success. The Stakeholders Human resources and organization development experts working in international contexts, administrators in academic institutions, and leaders in government organizations interested in HRD in the context of the UAE, will find the information presented in this study useful.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

See 2 more Smart Citations

Talent Management and Development in the United Arab Emirates

Dirani

Bowman

Guyer

et al. 2018

Advances in Developing Human Resources

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“…Emiratization in the UAE Labor Market: Opportunities and Challenges (Daleure, 2017), a recent book, explains that sustainability must include employment of Emiratis in the private sector where most jobs are available, especially as the labour market adapts to the transition from an oil-producing economy to a more diversified economy driven by private sector expansion. Private sector employers must realise that in order to thrive and contribute to the overall economic stability of the region in which they do business, they must employ the indigenous people (AlAli, 2013).…”

Section: Introductionmentioning

confidence: 99%

‘Holistic Sustainability’ Policies: Preserving Local Cultural Identity in the UAE in the Face of Globalisation

Daleure

2019

Indian Journal of Public Administration

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Fifty elders of the United Arab Emirates (UAE), recalling life before nationalisation in 1971, were interviewed to gain insight into their attitudes and beliefs as part of an investigation into how those beliefs are reflected in modern priorities of the UAE. The UAE was considered one of the poorest countries in the mid-1900s. Yet, after independence, utilising revenues from newly found oil reserves, a modernisation plan catalysed rapid development. For the UAE, holistic sustainability, encompassing cultural, economic, social and environmental dimensions, became the model for continued economic and political stability in a troubled region. The findings of the study revealed that the elders valued family closeness and education, depending on the contributions of women in society. These concepts carried forward into modern policies and legislation and emphasised by the leadership of the UAE to maintain cultural uniqueness yet thrive in the global social and economic environment.

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Localisation in an emerging Gulf economy

Jabeen

Faisal

Katsioloudes

2018

EDI

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Purpose The purpose of this paper is twofold: first, to understand Emirati nationals’ perceptions of the role of workforce localisation policies in their professional aspirations and growth and, second, to determine the role of higher education and job attributes in the achievement of their goals. The study uses a hierarchy-based model/road map to improve localisation efforts by attempting to aid understanding of the relationships and barriers hindering these processes. Design/methodology/approach The study follows a two-stage process. In the first stage, a questionnaire-based survey was administered to 207 Emirati postgraduate students from public and private universities based in two major Emirates: Abu Dhabi and Dubai. The sample data were analysed by basic descriptive statistics in the form of cross-relationships and rank correlation tests. In the second stage, an interpretive structural modelling approach was used to develop a hierarchy-based structural model of the barriers to localisation. Findings Emiratis younger than 30 years old consider localisation as an enabling factor in their professional success in contrast to those older than 30 years old. The results also indicate that working female Emiratis have significantly more positive attitudes regarding the contribution of localisation towards their professional success than that of their male counterparts. However, both genders see a mismatch in efforts being made to better equip themselves for the workplace. The hierarchy-based model delineates variables that could contribute to making localisation a successful employment programme in the United Arab Emirates (UAE). Research limitations The findings of this study relate to the UAE. However, there are similar localisation programmes that have been implemented in other Gulf Cooperation Council states. Hence, while the results of this study are relevant to the UAE, they may not be generalisable to the entire Gulf region. Practical implications It is proposed that the research findings and the structural model of relationships may help policy makers develop suitable strategies to strengthen the Emirati localisation programme. Originality/value This study makes a contribution to the literature and can serve as a guide to policy makers for localisation programmes. This is achieved by analysing the attitude of UAE nationals studying at higher education institutions. Furthermore, the study presents a hierarchy-based model of the barriers to localisation that explains the root causes of the problem.

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Emiratization Progress and Challenges

Cited by 3 publications

References 7 publications

Talent Management and Development in the United Arab Emirates

Talent Management and Development in the United Arab Emirates

‘Holistic Sustainability’ Policies: Preserving Local Cultural Identity in the UAE in the Face of Globalisation

Localisation in an emerging Gulf economy

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