The Link between the Lack of HR Policies and Practices Fit With Arabs Values and Culture
Introduction
In the recent years Arabs countries and particularly UAE have developed into the dynamic global economic settings with the arrival of foreign thoughts and practices linked to technology and grown by the internet. Most of the Arabs organizations are however, faced with the issue of staffs retention which affects their general performance as well as productivity (Afiouni, Karam & El-Hajj, 2013). The issue is mainly facilitated with the lack of fitting HR practices and policies with the Arabian values and practices. HR policies and practices are highly needed since Human resource has to be managed. Human’s nature being what is has always been there is always a need for organizations developing, enforcing as well as the communication of rules set for practices and policies that are a reflection of the accepted behavior standard. Successful practices and policies approach does higher than boundaries as it identified and handles individuals needs (Sidani & Thornberry, 2010). A set of fit HR practices and policies for the Arabs culture and values is a major challenge that affects the employees retention ability. The research will seek to analyze the link between the lack of HR policies and practices fit with Arabs values and culture.
Literature Review
Individuals require to have direct and clear understandings of their responsibilities and roles within the organization. In addition, directions or guidelines along with specified objectives creates an effective work flow. The definition of responsibilities is a foundation of creating clear expectations on individuals performance which increases production and lowers the retention rate (Al-Sarayrah, Tarhini, Obeidat, Al-Salti, & Kattoua, 2016). The attempt to retain employees is characterized by numerous challenges which grows to become a rising significant aspect of creating the capabilities of an organization in enhancing sustained competitiveness. The challenges are essentially associated with cultural values, infrastructural support, leadership styles and remuneration packages within organizations. The challenges are intensified by values and the culture that is possessed by Arabs organization since their HR policies and practices tends to uphold cultural and religious behavior rather than creating favorable working places for increased production (Al-Sarayrah, Tarhini, Obeidat, Al-Salti, & Kattoua, 2016).
In such situation, the challenges increases their complication since the highly qualified and experiences staffs tends to transform their jobs for increased financial compensation and improved operating conditions (O'Neill, Hodgson & Mazrouei, 2015). Additionally, highly qualified personnel’s are normally poached by large global organizations that offers increased compensations and higher working benefits. This particular factor is essential for Arab organization for instance those located in Oman, Jordan and UAE. Most of the leaders in the Arabs organizations fully understands the challenge of retaining employees as well as creating their commitment for improved production and performance . however, there lacks fitting HR policies and practices models to suit the Arabs culture and values to be utilized in the initiation of changes that can best address the issue of retention (O'Neill, Hodgson & Mazrouei, 2015).
Workers replacement costs are normally underestimated since in most cases there are several costs that are hidden and the implication of work turnover. According to Rees & Althakhri, (2008), high turnover status causes more than just monetary effects since workplace morale as well as employees motivation is also impacted. HR strategies and policies should be developed which should incorporate training, recruitment as well as the management of performance that best reflects the corporations principles and beliefs in sustaining acceptable associations amid staffs and the managements. However, most of the Arabs organizations merely creates policies and effective approaches in handling existing issues as well as modern businesses necessities (Altarawneh, 2016).
It has been argued highly by several theoreticians that HRs are the primary sources of achieving sustainable organizations competitive edges. According to Naoum, Alyousif & Atkinson, (2015), the systems of HR are essential in the generation of a workforce whose general contribution are unique, valuable as well as challenging to be copied by competitors. In addition, HR practices have been established to have an impact on the outcomes of the company via shaping the staffs attitudes as well as behaviors. Employees in most cases makes interpretation of the company’s actions like HR practices and management trustworthiness as the indication of the corporation personal pledge to them. Most of the Arabs companies fails to incorporate high working involvement which results in the loss of morale as well as commitment which increases the level of retention (Sidani & Thornberry, 2010).
Research Objective
How does the lack of fit HR policies and practices with Arabs values and culture affects the ability of organizations to retain employees.
Research Question
What is the link amid HR policies and practices with Arabs culture and values?
In summing up, working values that are utilized in Arabs organizations differs significantly from the one that are present in the west since they are primarily driven by local culture. Employee’s retention as the primary issue results to low productivity and performance due to the lack of commitment and motivation (Altarawneh, 2016). Despite the fact that the Arabic culture encourages the consultation with the subordinates the organizations and the society highly values as such and prefers to develop personal decisions that best benefits the organizations. Islamic culture and its values holds great impacts on HRM’s practices since justice is considered first before the presence of competence. Employee motivation lacks in the organizations due to the miss of strategies that fits with the value and culture within the organizations.
References
Afiouni, F., Karam, C. M., & El-Hajj, H. (2013). The HR value proposition model in the Arab Middle East: identifying the contours of an Arab Middle Eastern HR model. International Journal Of Human Resource Management, 24(10), 1895-1932. doi:10.1080/09585192.2012.722559
Al-Sarayrah, S., Tarhini, A., Obeidat, B. Y., Al-Salti, Z., & Kattoua, T. (2016). The Effect of Culture on Strategic Human Resource Management Practices: A Theoretical Perspective. International Journal Of Business Management & Economic Research, 7(4), 704-716.
Altarawneh, I. I. (2016). Strategic Human Resources Management and its Impact on Performance: The Case from Saudi Arabia. International Journal Of Business Management & Economic Research, 7(1), 486-503.
Naoum, S. G., Alyousif, A. T., & Atkinson, A. R. (2015). Impact of National Culture on the Management Practices of Construction Projects in the United Arab Emirates. Journal Of Management In Engineering, 31(4), 1-10. doi:10.1061/(ASCE)ME.1943-5479.0000265
O'Neill, K., Hodgson, S., & Mazrouei, M. A. (2015). Employee Engagement and Internal Communication: A United Arab Emirates Study. Middle East Journal Of Business, 10(4), 3-28.
Rees, C. J., & Althakhri, R. (2008). ORGANIZATIONAL CHANGE STRATEGIES IN THE ARAB REGION: A REVIEW OF CRITICAL FACTORS. Journal Of Business Economics & Management, 9(2), 123-132. doi:10.3846/1611-1699.2008.9.123132
Sidani, Y., & Thornberry, J. (2010). The Current Arab Work Ethic: Antecedents, Implications, and Potential Remedies. Journal Of Business Ethics, 91(1), 35-49. doi:10.1007/s10551-009-0066-4
