Organizational Career Development Practices: Learning from an Omani Company

Abstract

Organizational career development practices have acquired great importance in companies in Gulf Cooperation Council (GCC) countries due to localization of the workforce, and resultant career development initiatives taken by these firms. The present research undertaken in an Omani company attempts to evaluate the career development opportunities being provided to its employees, its efficacy in bringing satisfaction among its employees and expediting the process of Omanization. The study showcases concerns of the employees that have been overlooked by the organization which has a negative impact on their satisfaction. The study suggests involving employees in the career development decision making process, and bringing transparency and fairness in the execution of the career development system can only create a win-win situation. An effective career development process can help in establishing trust between both parties to reach to the desired organizational outcomes.

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.…”

“…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. This is further evidenced from Aycan, Al-Hamadi, Davis, and Budhwar's (2007: 30) analysis, where Bon the one hand, there is an increased emphasis on Omanization and adherence to Islamic principles yet, on the other hand, globalization imposes pressures to adopt global standardized HRM practices and policies.Ô ther themes emerging from our analysis include an emphasis on training and development in general and management development in particular, the effects of regulations on HRM in the Saudi Arabian private sector (Mellahi, 2007) and on employment policy in Kuwait (Al-Enzi, 2002), the impact of HRM on organizational commitment in the banking sector in Kuwait (Zaitouni et al, 2011), the efficacy of high-performance work practices in Algerian firms (Ramdani et al, 2014), the impact of HRM practices and corporate entrepreneurship on firm performance in Turkish firms (Kaya, 2006), talent management strategies in the UAE (Singh & Sharma, 2015), the impact of cultural value orientations on preferences for HRM (Aycan et al, 2007), HRM and labor productivity in Libyan oil companies (Mohamed et al, 2015), HRM and innovation in the Iranian electronics industry (Manafi & Subramaniam, 2015) and career development in Oman (Khan et al, 2015). Raheem (2016: 77), concluding her analysis about the scenario of talent management in the Middle East, argued that Brecent trends in the demographics of the local population, intensified demand for talent, the changing aspirations of the youth and women and the limited application of sound talent management practices, all make talent management issues even more challenging for organizations in the Middle East than in other parts of the world.^She further elaborated that Bhistorical precedents of talent management in the region have further hampered the sustenance of equitable working environments for both locals and expatriates.…”

Pengaruh Pengalaman Kerja, Prestasi Kerja Serta Pendidikan Dan Pelatihan Terhadap Pengembangan Karir Karyawan

“…Charity (2015) menyatakan bahwa pengembangan karir adalah proses dimana karyawan secara strategis mengeksplorasi, merencanakan, dan menciptakan masa depan mereka di tempat kerja dengan merancang rencana pembelajaran pribadi untuk mencapai potensi mereka dan memenuhi persyaratan misi organisasi. Khan et al (2015) berpendapat bahwa pengembangan karir karyawan memainkan peran penting dalam memperkaya komponen modal manusia suatu perusahaan. Pengembangan karir tidak hanya bermanfaat bagi karyawan, tetapi juga bagi organisasi.…”

The Middle East context: an introduction

“…Here we report literature published in the field mainly after 2006 to avoid the duplication of information. In this regard, see the works of Al-Hamadi et al (2007), Khan (2011), Katou et al (2010) and Khan et al (2015) on Oman; Tlaiss and Elamin (2015) on Saudi Arabia; Namazie and Frame (2007), Soltani and Liao (2010) and Manafi and Subramaniam (2015) on Iran; Omair (2010) and Singh and Sharma (2015) on the UAE; Altarawneh and Aldehayyat (2011) and Syed et al (2014) on Jordan; Tzafair et al (2007) on Israel; Leat and Al-Kot (2007) and Mostafa and Gould-Williams (2014) on Egypt; Ramdani et al (2014) on Algeria; and Zaitouni et al (2011) on Kuwait. The focus of the above-mentioned works has been to highlight the emerging patterns of HRM and related systems along with their key determinants in respective countries.…”

“…Other themes emerging from the literature include the effects of regulations on HRM in the Saudi Arabia private sector (Mellahi, 2007) and on employment policy in Kuwait (AlEnizi, 2002), the impact of HRM on organisational commitment in the banking sector in Kuwait (Zaitouni et al, 2011), the efficacy of high-performance work practices in Algerian firms (Ramdani et al, 2014), the impact of HRM practices and corporate entrepreneurship on firm performance in Turkish firms (Kaya, 2006), talent management strategies in the UAE (Singh and Sharma, 2015), the impact of cultural value orientations on preferences for HRM (Aycan et al, 2007), HRM and labour productivity in Libyan oil companies (Mohamed et al, 2015), HRM and innovation in the Iranian electronics industry (Manafi and Subramaniam, 2015) and career development in Oman (Khan et al, 2015).…”