Influence of ethical beliefs, national culture and institutions on preferences for HRM in Oman

Abstract

Purpose -The paper seeks to investigate the association between ethical beliefs, aspects of national culture and national institutions, and preferences for specific human resource management practices in the Sultanate of Oman. Design/methodology/approach -A total of 712 individuals working in six organisations (both private and public sectors) responded to a self-administered questionnaire in the Sultanate of Oman. To test the raised research questions of the proposed framework, the methodology of structural equation models was used. Findings -The results highlight significant differences in the belief systems on the basis of different demographic characteristics. The findings also confirm impact of ethical beliefs, and aspects of national culture and national institutions on preferences for human resource management (HRM) practices.Research limitations/implications -Although the goodness-of-fit indexes confirmed the validity of the proposed operational model, some indices were attained at rather flexible levels. Practical implications -Studies on managerial beliefs and values can offer important insights into the extent that work is viewed as an integral life activity. Such information can help differentiate among managerial styles in various cultures, and in predicting managerial behaviour such as ethical decision-making. Based on such understanding, the findings can be used to educate government officials and outside consultants interested in Oman. Originality/value -The study contributes to the accumulation of knowledge about under-researched developing countries such as Oman, as limited data are available on HRM, value orientations and ethical beliefs' issues in this region.

The state of HRM in the Middle East: Challenges and future research agenda

“…Our analysis highlights the emerging patterns of HRM, HR issues and related systems along with their key determinants in selective countries. In this regard, see work by Al-Hamadi, Budhwar, and Shipton (2007), Katou, Budhwar, Woldu, and Al-Hamadi (2010), Khan (2011) and Khan et al (2015) on Oman; Aycan (2001) on Turkey; Elamin and Tlaiss (2015) and Mellahi and Wood (2004) on Saudi Arabia; Manafi and Subramaniam (2015), Namazie and Frame (2007), Namazie and Pahlavnejad (2016) and Soltani and Liao (2010) For example, an analysis by Al-Jahwari and Budhwar (2016: 115) highlights that BHRM is a growing phenomenon in Oman but its practices are still largely traditional and reactive. The various HR processes are often designed with Western practices in mind, but when carried out, the practices are often not well aligned to business strategies, they are implemented for narrow administrative purposes and remain loosely connected to each other.^It seems that a mixture of Islamic principles and Western approach to management of HRs seem to be influencing HRM in Oman.…”

Talent management: managerial sense making in the wake of Omanization

“…Oman's position in the Global Competitiveness Index (2106/2017) dropped from 62 to 66 of 138 countries, with its higher education ranked at 85 and the skills of its current workforce ranked 82 of 138 countries (Schwab, 2017). on the differences in HR practices across GCC countries and attributed to cultural factors (Aycan et al, 2007, Katou et al, 2010, Leat and El-Kot, 2007, the Islamic religion (Budhwar et al 2010), employment policies and their impact on the dual labour market (Bashir, 2012, Forstenlechner et al, 2012. Some Omani organisations have shown strong interest in developing strategic HR responses, but they struggle to define a suitable indigenous approach and struggle to align these with the influences of Islam, civil service laws, social elites and the expatriate workforce (Al-Hamadi et al, 2007;Khan, 2011).…”

Islamic values and negotiator behavior

“…Culturally, Oman shares similar traditions and beliefs with other GCC countries where Islamic teachings influence individuals’ behaviors and everyday activities (Metcalfe, 2006). For this reason, religious beliefs can have implications on business decisions and practices (Katou et al , 2010). Business practices based on Islamic teachings are gaining momentum.…”