Enforcing Nationalization in the GCC : Private Sector Progress , Strategy and Policy for Sustainable Nationalization

Hodgson, Sasha; Hanson, Darren

doi:10.5742/mejb.2014.92381

Cited by 6 publications

(7 citation statements)

References 6 publications

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“…Moreover, comprehensive data should be collected about the types of industries with vacancies and the currently unemployed citizens (Al-Asfour and Khan, 2014). Given this, there should be increased cooperation among the education providers, policy makers and organizations to develop a workforce that meets the market demands (Forstenlechner et al , 2014; Hodgson and Hanson, 2014; Waxin et al , 2018). This could be accomplished by sharing the data across institutions and sectors, which should also be consulted and integrated into nationalization planning (Al-Dosary et al , 2006).…”

Section: Literature Review: Policy and Practical Implicationsmentioning

confidence: 99%

“…This claim has several important implications for both policy makers and employers. For example, certain cultural prejudices have been found to prevent nationals from entering the private sector (Hodgson and Hanson, 2014), and hence, the reason why GCC countries struggle to employ nationals in the private sector may be more cultural and social than human capital-related (Wiseman et al , 2016).…”

Section: Literature Review: Policy and Practical Implicationsmentioning

confidence: 99%

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Policy and practical implications for workforce nationalization in the Gulf Cooperation Council (GCC) countries

Elbanna

2021

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PurposeThis study aims to advance practice and research on workforce nationalization in the Gulf Cooperation Council (GCC) countries through identifying relevant policy and practical implications needed to implement nationalization initiatives effectively.Design/methodology/approachThe author followed a two-stage approach. Stage 1 reviewed the literature to identify relevant papers on workforce nationalization in the GCC region. Stage 2 used a thematic analysis to propose relevant implications for both policy makers and employers.FindingsThrough the lens of four perspectives at different levels, i.e. legal, organizational, human development and socio-cultural perspectives, the author has identified ten policy and practical implications. Both governments and employers need to consider these when developing holistic strategies for effective workforce nationalization.Originality/valueOver several decades, the GCC countries have been implementing several nationalization initiatives to increase the percentage and qualifications of their national employees. The significance of these initiatives stems from the fact that the GCC countries lack adequately trained citizens. Moreover, regardless of political attitudes toward foreigners, development plans for modernization, industrialization or urbanization heavily relies on foreign employees. This is because nationals represent the minority of employees and are largely employed in the public sector. This phenomenon needs the attention of scholars to discuss different aspects of nationalization and how to effectively implement it.

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Section: Literature Review: Policy and Practical Implicationsmentioning

confidence: 99%

Section: Literature Review: Policy and Practical Implicationsmentioning

confidence: 99%

Policy and practical implications for workforce nationalization in the Gulf Cooperation Council (GCC) countries

Elbanna

2021

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“…The development of the UAE has been relatively rapid. As the oil industry became economically viable in the 1970s, the shortage of Emiratis to fill the numerous jobs created by the nascent oil industry opened the door for expatriates from all over the world to flood the country, to fill the newly created jobs, in turn making the UAE one of the world’s most demographically diverse countries and creating the world’s highest ratio of expatriates to nationals (9:1; Hodgson & Hanson, 2014). Of the 9.5 million people living in the UAE, only 1.1 million or approximately 12% are native citizens of the country, whereas the remaining 88% of the population is composed of expatriate workers.…”

Section: Literature Reviewmentioning

confidence: 99%

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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“…These programs are designed to increase opportunities for Nationals in the private sector by encouraging and, at times, compelling the private sector to hire Nationals instead of foreign expatriates. However, Nationalization quotas of up to 20% are difficult for these countries to maintain (Hodgson and Hanson 2014).…”

Section: Nationalization Programsmentioning

confidence: 99%

Policy borrowing and developing knowledge economies in GCC countries: a critique from a Human Capital Theory perspective

Abu-Shawish

Romanowski

Amatullah

2021

Asia Pacific Educ. Rev.

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Globalization presents Gulf Cooperation Council (GCC) countries with opportunities for economic growth and transformation, as many of these nations face economic challenges such as the need for a diversified knowledge-based economy because of the finite resource of hydrocarbons. This requires the development of human capital providing workers with new and advanced skills and competencies. Education has become increasingly important on national agendas in the GCC, leading to an increase in transferring educational reforms often founded on Human Capital Theory (HCT). This article examines how HCT is embedded in the development of knowledge economies and reforms in many GCC countries and identifies the possible differences between western understandings of Human Capital Development (HCD) and GCC nations. In particular, the article addresses cultural preservation, specifically identity and language, against the backdrop of HCD in the GCC nations. Discussion centers on HCD from a local perspective raising concerns about HCT as a guiding educational theory in the GCC. This is followed by several suggestions for policymakers to consider when developing an education system that includes the skills deemed necessary for economic development while simultaneously preserving national identity and the Arabic language.

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Enforcing Nationalization in the GCC : Private Sector Progress , Strategy and Policy for Sustainable Nationalization

Cited by 6 publications

References 6 publications

Policy and practical implications for workforce nationalization in the Gulf Cooperation Council (GCC) countries

Policy and practical implications for workforce nationalization in the Gulf Cooperation Council (GCC) countries

Talent Management and Development in the United Arab Emirates

Policy borrowing and developing knowledge economies in GCC countries: a critique from a Human Capital Theory perspective

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