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Title
PRIVATE SECTOR EMIRATISATION: EVALUATING THE POLICIES AND PRACTICES DESIGNED TO
ACHIEVE ABU DHABI’S STRATEGIC HRM GOAL
Faculty Advisor
Dr. Emilie Rutledge
Defense Date
27 November 2016
Abstract
The purpose of this study is two-fold: firstly, to gauge the job satisfaction levels of UAE nationals employed
in the private sector and secondly to consider the HRM policies and procedures most likely to attract and
retain such individuals. The issue is of contemporary importance because the UAE has a fast growing
population, an already overstaffed public sector and, a labour nationalisation program that has yet to
have a significant impact on the ratio of nationals employed in the private sector vis-à-vis the classic
public sector. Using a combination of employee survey and expert interview feedback this study provides
a policy-orientated analysis of the current state of private sector Emiratisation and makes a significant
contribution to the emerging Arab Middle East HR Model by suggesting ways in which UAE HR policies
and strategies may be enhanced. If the compensation and benefits disparity between the two sectors be
minimised, the majority of Emiratis would be willing to work in the private sector. The factors that can
influence the employment decision include Salary and Fringe Benefits, opportunities for growth along with
training and development, a friendly and professional working environment that offers job security and
finally the social perceptions. This research can be helpful in understanding what incentives and measures
can be useful and effective for the operational implementation of the Emiratisation process. The analysis
can help in identification and prioritisation of issues that are impacting the pace of implementation of
Emiratisation process. This study finds a number of statistically significant relationships between the
dependent variable of “continuance intentions” and various predictor variables: β .399 for pay and
benefits; β .163 for professional development opportunities; β .072 for the nature of the job; the impact
of sociocultural influences was found to have a significant and negative relationship, β -.423. The study
concludes by making a number of policy-relevant recommendations focusing on HRD at the macro level
and HRM policies and procedures at the company level.
Dissertation
KHALED SULTAN AL KAABI
Department of Business Administration
College of Business and Economics