Organizational climate best practices: Empirical evidence from the UAE

Abstract

The present study is a modest attempt to bridge the gap between the rich western theories and the under-researched eastern contexts, namely UAE and to deeply explore the organizational practices and the quality of work-life using the Status-Certainty-Autonomy-Relatedness-Fairness (SCARF) construct. In this study, we first present the five core values that make up the SCARF model. This model is then used as the research lens for studying organizational practices. Data were collected using semi-structured interviews relating to the perceptions of nine managers from seven organizations. The data were analyzed and discussed qualitatively using an explanatory matrix with the assistance of a qualitative data analysis (QDA) computer software package, called NVIVO software Version 9. We examined the effectiveness of these five values empirically to gain insight into organizational practices in the context of the UAE. An explanatory matrix emerged from the data that gives deep insights into organizational practices and to provide a structured explanation on these prevailing practices. The matrix also serves as the foundation of a theoretical model that could be used in future research to assess the quality of organizational practices. The study may be considered the first in the UAE to discuss workplace practices and the quality of work life. The main contribution of this study was the use of the SCARF model to investigate organizational practices and the use of dimensional analysis to derive and construct a theoretical model.

Single-rating, multi-rating 360° performance management and organizational outcomes: evidence from the UAE

“…The UAE is regarded as a collectivist culture where the satisfaction of individuals’ needs is much less imperative and more deferred merely to fulfill the group’s requirements (Zhang et al , 2006; Hofstede and Minkov, 2010). Furthermore, the UAE culture claims high power distance attitudes and values that are probably depending on leaders and authorized managers for direction and instructions instead of seeking constant performance feedback and autonomy in decision-making (Behery et al , 2017; Behery and Abdallah, 2019). One of the remarkable contributions of the present study is discussing the implications of the UAE-specific characteristics and considerations for the design and execution of expectancy-based PMSs.…”

“…In UAE culture, rewards are perceived as an act of a manager’s kindness and generosity rather than merit or an entitlement. Staff infrequently give input regarding the PMSs design and execution (Behery and Abdallah, 2019). Thus, the team is expected to be evaluated on the extent to which they fit in and not on fulfilling personally-focused formal performance standards (DeNisi and Pritchard, 2006; Zhang et al , 2006; Parakandi and Behery, 2016).…”

“…Like UAE, managers provide explicit directions in exceedingly hierarchical countries and employees are far more deferential to their superiors than in more participative or low power countries (Hofstede, 1994; Hofstede, and Minkov, 2010). Relative to their counterparts from a low-power-distance culture, subordinates from a high-power-distance culture more readily accept decisions and demands made by their superiors (Behery and Abdallah, 2019). Given the premium placed on authority within high-power-distance cultures, it is implausible that subordinates would question managerial intentions or efficacy (Husted, 2000; Hofstede (2011).…”

Does emotional intelligence impact service innovation capabilities? Exploring the role of diversity climate and innovation culture

“…First, the research merges EI scope, the Interactional Model of Cultural Diversity (IMCD), the New Service Development (NSD), and IC models to integrate EI, DC, SI capacity, and IC. Second, given that the impact of EI on DC remains unclear, this study partially fills the UAE public sector research gap (Behery and Abdallah, 2019). Finally, the moderation analysis of IC on DC-SI capability improves academic knowledge.…”