Human Resource Management Practices in China a UAE-A Comparison

Shayah, M.Hazem; Sun, Zhigang

doi:10.2991/icmesd-18.2018.14

Cited by 3 publications

(2 citation statements)

References 22 publications

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“…The reason behind these disparities between the perceptions of UAE citizens and expatriates might be because of the difference between how the organisations treat expatriate employees compared with how they deal with citizens and what HR practices the expatriates considered important compared with what the organisations are focused on. These are in line with Abutayeh and Al-Qatawneh (2012), Austin, Chapman, Farah, Wilson and Ridge (2014), and Shayah and Sun (2018), as they all indicate that many organisations tend to adopt a favourable approach towards local employees and observe activities that expatriate employees might consider biased even though these activities are in line with the organisations' goals, such as the goal of achieving the Emiratisation process and governmental requirements in the UAE.…”

Section: Hypothesis Results Conclusionsupporting

confidence: 74%

The impact of human resource practices on employee retention: A study of three private higher educational institutions in the United Arab Emirates

Alajlani

Yesufu²

2022

SA j. hum. resour. manag.

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Orientation: Human resource (HR) practices have a significant impact on building the perceptions that define the relationships between employees and employers. Hence, it is imperative to develop further knowledge on how these HR practices impact employee retention within the higher education context.Research purpose: The purpose of this study was to examine the relationship between various HR practices and employee retention in an organisation. The article also investigates the effect of HR practices across employees of various demographic backgrounds, such as citizens and expatriates.Motivation for the study: The limited research was conducted on employee retention in higher education despite the fundamental role that higher education institutions play in driving innovation, developing knowledge capital and research and development.Research design: Descriptive statistical analysis and multiple regression analysis with a sample size of 270 employees working across three higher education institutions in the United Arab Emirates (UAEs).Main findings: The findings showed that HR practices can improve employees’ retention, with moderate positive perceptions amongst UAE citizens, but an unsatisfactory level of perception and effect of human resource practices amongst expatriates.Practical implications: The results indicate a difference in the effects of HR practices across various demographics within the same the section. Hence, HR management should be looking at a unification of HR practices to obtain unified results in loyalty, commitment and employee retention.Contribution: However, the results also indicated that this gap in employees’ retention can be minimised by improving on empowerment and compensation and benefits, with even more enforcements of training.

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Section: Hypothesis Results Conclusionsupporting

confidence: 74%

The impact of human resource practices on employee retention: A study of three private higher educational institutions in the United Arab Emirates

Alajlani

Yesufu²

2022

SA j. hum. resour. manag.

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“…(Zhaofeng, 2008). Shayah and Zehou (2018) believe that these personal biases are not just within the Chinese organizations but also reflected in the multi-national corporations which provide trainings that are in complete dissonance with the Chinese culture. Hence, this anomaly should be corrected.…”

Section: Human Resource Management Practices Of Chinamentioning

confidence: 99%

China’s Management Practices: An Analysis of HRM and GSCM Practices

Aggarwal

2023

International Studies

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China has flourished as a collectivistic society since ancient times and hence has adopted various management practices as a routine of life. Having suffered from centuries of anarchy in political, economic and military spheres, which culminated into occupation by foreign forces and transformation of a prosperous economy into a semi colonial and semi feudal society ( ban zhimindi ban fengjian shehui), China chose to establish a command economy and a culture of ‘iron rice bowls’ ( tie fan wan). However with the reforms, the concept of management underwent a radical change as the culture of ‘iron rice bowls’ ( tie fan wan) gave way to ‘golden rice bowls’ ( jin fan wan). The metaphorical rice was now not an imperative, but a choice, if one was ready for the rapid market and ‘reform and opening up’ ( gaige kaifang). The next phase of transition in China’s management practices came with the phenomenal rise of China’s economy, its increasing integration with the globalized world and its arrival on the international scenario as an ‘inside player’ rather than an ‘outside observer’. On the flip side, this also meant that the ‘outside world’ could now have an insight into what China did within its territorial boundaries and many fingers were raised on China’s various management practices especially related to labour and environment issues. Hence, this article focuses on management practices related to these two issues only. This hypothesis of this article is that the concept of management, though western, is not a foreign idea for China. It tries to draw a general framework of the various HRM (human resources management) and GSCM (green supply chain management) practices. The article attempts to draw synchronization between China’s past and the present for its future. Likewise, an analysis shall be made by comparing the difference between state-owned enterprises which are the remnants of a socialistic system infused with ‘Chinese characteristics’ and joint ventures when one of the parties is from a foreign nation to China.

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Ethical Risks in Artificial Intelligence-Based Performance Assessment Within Asian Companies

Kaur

2024

Entrepreneurship and Creativity in the Metaverse

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Technology is an inseparable part of a business enterprise since it influences its processes, structure, and strategies. The paradigm shift in terms of cloud computing, robotics, and artificial intelligence (AI) has paved the way for the next wave of digital economy termed as Business 5.0. Apart from business model disruption, artificial intelligence has impacted the most vital of resources – the human resource. The questions of morality and ethics are not new to the digital revolution, be it business processes or web-based social networks. The chapter aims to unearth the ethical challenges inherent in an AI-powered performance management system, with particular reference to Asia. It identifies how data-driven decisions on employee performance may be replete with serious ethical fallout and fail to provide holistic performance measurement. Despite the advantages, a lack of the human element occurs as the manager assumes the role of a moderator.

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Human Resource Management Practices in China a UAE-A Comparison

Cited by 3 publications

References 22 publications

The impact of human resource practices on employee retention: A study of three private higher educational institutions in the United Arab Emirates

The impact of human resource practices on employee retention: A study of three private higher educational institutions in the United Arab Emirates

China’s Management Practices: An Analysis of HRM and GSCM Practices

Ethical Risks in Artificial Intelligence-Based Performance Assessment Within Asian Companies

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