Employees’ Turnover, Knowledge Management and Human Recourse Management: A Case of Nitaqat Program

Abstract

Abstract-Employee turnover as a term and its sources have been introduced and conducted in several studies in the past few decades. The lost knowledge as a result of this turnover on a large scale as a" country scale" is the topic that will be discussed and presented in this paper. Nitaqat as a localization program that have been forced by the Saudi ministry of Labour has caused a huge cases of employees turnover. Due that turnover, the knowledge retention has been affected. This paper examines the employee turnover sources, its effects and forwards a suggested strategy that linked to HRM on how to minimize the lost knowledge that caused by the localization program Nitaqat.

Workforce localization, women workers and gendered power relations in Saudi Arabian private sector workplaces

“…In Alkabda the male senior management drew on relevant economic, positional and technical power resources to elicit the compliance of, and thus secure effort from, women workers, using a highly coercive system of management control which treated the women as if they were commodities. This is consistent with existing work which highlights the preference of firms to focus on meeting their Nitaqat quota requirement in such a way (Alshanbri et al , 2015). Aram sought to make use of women workers in a very different manner.…”

“…There is some evidence that Nitaqat has prompted an increase in the number of Saudi nationals employed in the private sector (Peck, 2017). However, firms have sometimes taken a rather narrow, compliance-based response to Nitaqat , hiring sufficient indigenous workers to meet their quota requirement, rather than selecting them for their skills and capabilities (Alshanbri et al , 2015; Tlaiss and Elamin, 2016). Saudi nationals' expectations of higher salaries, and their propensity to leave firms when they are unmet, or because of their resentment toward what they perceive as low-status work, creates difficulties for firms, particularly increased employee turnover (Peck, 2017).…”

Top-Down Knowledge Hiding in Organizations: An Empirical Study of the Consequences of Supervisor Knowledge Hiding Among Local and Foreign Workers in the Middle East

“…However, it also makes employees, mainly foreign workers, aware of the potential role of their knowledge in securing their jobs. Furthermore, not only foreign workers tend to use their knowledge as a deterrent against Saudization program, but local Saudis holding managerial positions are also inclined to keep their knowledge to themselves to avoid being replaced by more talented Saudi subordinates (Alshanbri et al, 2015;Alshanbri, Maqsood, & Khalfan, 2016). For example, the findings of a recently conducted qualitative study by Yeo and Marquardt (2015) suggest that despite establishing knowledge management centers, both Saudi and foreign employees tend not only to avoid knowledge sharing but also to hide knowledge from others, particularly those in managerial positions.…”

Analysis of Employee Turnover Factors in Guizhou Public Hospitals Under Organizational Culture

“…Some scholars believed that the knowledge management level, performance management, and avoidance of turnover within the organization are the key elements of the organizational culture development (Fidalgo & Gouveia, 2012;Roblek et al, 2013;Alshanbri et al, 2015;Silva et al, 2019). And an empirical study on the relationship between psychological contract violations, labor-management conflicts, and employee turnover intentions, has shown the moderating role of the integrated organizational culture.…”