Analysis of the Personnel Adaptation System in Contemporary UAE Organizations Assessment Answer

Chapter 1: Introduction

1.1 Rationale of the Research

This study examines the process of adaptation among Indian postgraduates as they transition into employment within multinational corporations (MNCs) located in the United Arab Emirates (UAE). There is a growing trend among Indian professionals to relocate to the United Arab Emirates in pursuit of employment opportunities with multinational corporations (MNCs) based in the Gulf region. According to Dirani et al. (2018), the United Arab Emirates possesses a multifaceted business environment, advantageous geographical positioning, and robust economic expansion, which collectively serve as compelling factors for a considerable influx of Indian postgraduate individuals aspiring to pursue employment opportunities across various industries. Indian employees who are working for multinational corporations (MNCs) in the United Arab Emirates, face challenges in adapting to cultural, societal, and work style transformations, thereby posing difficulties. The United Arab Emirates possesses a distinctive cultural milieu characterized by its diverse populace, multilingualism, and rich tapestry of customs and practices. Indian postgraduate workers in multinational corporations based in the UAE may encounter challenges pertaining to communication, teamwork, leadership, and decision-making due to disparities in work practices and organizational structures. The presence of Indian workers in multinational corporations in the United Arab Emirates is on the rise; however, there remains a dearth of knowledge regarding their process of adaptation and adjustment within these organizational contexts. This study examines the cultural and work style transformations among Indian employees in multinational corporations based in the United Arab Emirates as discussed by Vajpayee (2017). This study has the potential to assist organizations and policymakers in facilitating the process of adaptation and integration for Indian postgraduate workers employed in multinational corporations in the United Arab Emirates Implementing this strategy has the potential to enhance the overall efficiency and productivity of the organization, while simultaneously promoting the welfare and satisfaction of its workforce.

1.2 Research Aim

The aim of this study is to examine the cultural and work style problems Indian postgraduate personnel encounter in UAE MNCs.

1.3 Research Objective

The objectives of the research are as follows:-

• To understand the work culture of UAE MNCs
• To analyze the cultural and work style problems Indian postgraduate personnel encounter in UAE MNCs.
• To give recommendations to manage the cross cultural issues

1.4 Research Questions

The research questions are as follows:-

• What is the work culture of UAE MNCs?
• What cultural and work style problems Indian postgraduate personnel encounter in UAE MNCs?
• What recommendations can be given?

1.5 Significance of the Research

The diverse set of laws and customs that the people of the UAE adhere to are reflected in the country's corporate culture. UAE adhere to a diverse range of societal norms, all of which have an impact on the manner in which they do business. Therefore, it is essential for a person coming to the UAE to have knowledge about the way business is conducted in that country. Therefore, if you are planning a trip to this country, it is essential that you have a fundamental understanding of how business is conducted here and what the customs are. As a result of this, a study is currently being conducted to determine the challenges that Indian students encounter while working for UAE multinational corporations (Jaiswal, Arun & Varma, 2022).

Chapter 2: Literature Review

2.1 Introduction

The majority of employees in the private sector of the UAE are persons who were born outside of the country. The findings of this research could be applied to the investigation of the question of why there are not a greater number of UAE nationals holding managerial positions in the private sector. The explanations that have been uncovered can therefore be utilized to determine the type of training that is required for UAE national managers. This study would contribute to the existing body of knowledge regarding the ways in which culture, gender, and sector influence managerial abilities, work satisfaction, and commitment to the company.

2.2 Work culture in UAE MNC

These places of work exhibit significant net movement, thereby contributing to their distinctiveness. Chen (2019) discusses the various challenges encountered by managers and the strategies they have devised to address them, such as the recruitment and advancement of individuals possessing international competencies. These findings are juxtaposed with the perspectives shared by academic experts on this particular topic. The paramount aspect of effectively managing a cross-cultural workforce appears to be the implementation of strategies aimed at fostering mutual comprehension and appreciation of diverse cultural backgrounds among individuals. The United Arab Emirates is renowned for its open economy and its notable per capita income levels. The nation is additionally recognized for its annual trade balance. Initially, the surge in economic growth was attributed to the influx of capital derived from the oil and gas industry. Nevertheless, with the increasing diversification of the economy, the contribution of the oil and gas sector to the Gross Domestic Product (GDP) was reduced to a mere 25% (Jaiswal, Arun & Varma, 2022).

The United Arab Emirates attracts individuals from various global regions due to the favorable employment opportunities and relatively low crime rates prevalent in the country. In many instances, individuals of exceptional ability from the Emirati population tend to occupy prominent positions within office settings. However, it is worth noting that proficient and accomplished foreign nationals may also assume high-ranking public roles, provided they possess the necessary qualifications. In a diverse societal context, individuals hailing from over 200 distinct nations coexist harmoniously, while the government diligently endeavors to ensure equitable rights for both employees and employers (Ridwan & Anik, 2020).

The labor policy of the United Arab Emirates is founded upon the "guest-worker" model. This phenomenon entails the recruitment of foreign laborers for employment opportunities that are characterized by a temporary and contractual nature. The rationale behind this practice is rooted in the unavailability of local workers possessing the requisite skills or exhibiting a lack of interest in undertaking the assigned tasks. The labor market in the United Arab Emirates (UAE) is structured around the Kafala system. In the United Arab Emirates, it is a legal requirement for expatriate workers to obtain sponsorship, commonly referred to as a "kafeel," in order to secure employment. The United Arab Emirates (UAE) operates under a federal system of governance, wherein the country's labor regulations are established by three distinct legislative frameworks: the federal government labor law, the local government labor law, and the legislation specifically applicable to the private sector (Vajpayee, 2017).

2.3 Cultural issues faced by Indians in UAE MNC’s

In recent times, there has been a noticeable increase in the number of Indian individuals relocating to the United Arab Emirates (UAE), primarily driven by the growing employment opportunities within the oil and construction sectors. A significant proportion of Indian individuals are actively engaged in entrepreneurial pursuits and occupy managerial positions within the United Arab Emirates (UAE). Indian workers in the Gulf countries encounter significant discrimination and systematic abuse, primarily stemming from their limited political influence, lower socioeconomic status, and the substantial economic contributions they make to India (Ridwan & Anik, 2020).

Multinational corporations are increasingly adopting the strategy of employing geographically dispersed teams to enhance the expeditious and efficient delivery of goods to the market, as well as to foster collaboration among employees hailing from diverse geographical locations and cultural backgrounds. Multinational corporations (MNCs) have the potential to derive significant benefits from these practices; however, they can also present challenges and necessitate the adoption of conventional management principles. The potential contributions of these teams often go unnoticed due to the challenges arising from intercultural conflicts. The presence of a cross-cultural environment entails both advantages and disadvantages that are typically associated with such an environment. Within this domain, the authors intend to address the issue of communication challenges that engender conflicts among individuals, incongruities in report composition, disparities arising from cultural diversity, the complexities of operating across various time zones, the intricacies of working in remote project locations, excessive workloads, and the absence of enduring documentation. Performance problems and performance management in organizations occur on a broader scale. Each organization possesses a distinct culture characterized by a unique set of principles and regulations that influence the behavior of its employees. The significance of culture within an organization's framework for employees lies in its capacity to delineate the organization's identity and establish the fundamental principles governing individuals' behavior. The understanding and adherence to the structure and regulations of an organization play a crucial role in facilitating the functioning of various components that are vital to the success of a business. These factors encompass the organizational values, communication patterns, and collaborative dynamics within a given context. These standards also have an impact on inter-organizational communication. The significance of communication in effectively managing employee performance is underscored by its role in facilitating various channels such as feedback provision, training initiatives, goal setting, and performance evaluation (Jaiswal, Arun & Varma, 2022).

Over the past three decades, enterprises have successfully navigated novel global environments by leveraging technological advancements and encountering reduced barriers to market entry. The process of international business expansion has necessitated significant modifications to various aspects that contribute to the overall productivity and success of businesses. Initially, the attainment of success was predicated upon the capacity to acquire a greater abundance of resources, labor, and supplies at reduced costs within recently established regions (Vajpayee, 2017). During this period, however, corporations recognized the imperative of cultivating a heightened understanding of the challenges associated with operating a business in a global marketplace in order to ensure their survival. Due to the inherent diversity in cultural styles across nations, it becomes challenging to implement a universally applicable approach that can seamlessly integrate into a distinct culture characterized by its unique set of beliefs and values. Organizations that have demonstrated the ability to recognize this phenomenon have achieved success due to the implementation of robust managerial frameworks. These entities acknowledge the significance of comprehending diverse cultural institutions and their associated business practices as crucial factors contributing to organizational prosperity. In the context of geographically dispersed teams, the establishment of relationships and trust poses greater challenges compared to conventional teams. Additionally, the limited availability of mechanisms to address conflicts arising from divergent perspectives related to context and culture further compounds these difficulties. The physical segregation of team members and the consequent lack of communication can result in negative outcomes, such as the development of divergent work methods and practices. In addition, individuals may encounter challenges such as uncertainty, limited aptitude, and divergent approaches to collaborative endeavors. Insufficient communication may result in a situation where a supervisor lacks awareness of the performance and progress of their team members (Ridwan & Anik, 2020).

Methodology

A research philosophy is a statement of the principles and tenets that serve as the foundation for the design, data collecting, and analysis of a research project. Regardless of the location of the research being conducted, the positivist paradigm's ultimate objective is to obtain accurate and reliable data.

Research can be conducted primarily in two different ways: inductively and deductively. It was believed that a review of the data would be able to assist with theorizing about the topic, given the inductive technique bases the study entirely on the facts collected during the investigation. In addition to this, it emphasizes the significance of the users' points of view when it comes to coming to conclusions.

Study designs can be broken down into one of three categories: those that seek to explain something, describe something, or learn more about something. The way in which each of the designs is utilized, as well as the way in which the student will collect and evaluate information, is unique. The exploratory study design makes an effort to learn more about the precise nature of a problem, but it may not always provide a definitive solution to the issue that is being studied (Jaiswal, Arun & Varma, 2022).

This method was selected because it is particularly useful in circumstances in which a person wants to obtain a specified sample rapidly and there is not a significant amount of concern regarding sampling for proportionality. The researcher will be able to reach the preferences of thetarget community if you use a purposeful sample; but, the researcher may decide to give more weight to sections of your population that are simpler to reach (Vajpayee, 2017).

This study looked at the Personnel Adaptation Systems those companies in UAE use. The study had several steps that went one after the other. At first, the subjects said how old they were and what gender they were. After that, the participants filled out questionnaires to find out how happy they were with their jobs, how much help they got from the organization, and how willing they were to change with the organization. Both multiple-choice questions and rating scales were used in the polls. Then, the participants were given events that could happen in the workplace, and they were asked what they would do to handle them. These situations tested the subjects' ability to solve problems and adapt to changes in the workplace. In the survey questionnaires, people were asked about the strategies their organizations used to adapt to changing situations, the problems they ran into while doing so, and the specific steps they took to deal with these problems. This study looked at job satisfaction, organizational support, problem-solving skills, and individual views to find out how the personnel adaptation system works in modern organizations in the United Arab Emirates. Survey lab will be used to collect data.

Sample Size

The selected sample size is 80 participants. Participants will be chosen from Facebook, Twitter, and other similar online networking sites. During the hiring process, ethical rules will be followed. The people will be asked to provide the necessary permissions. The snowball method will be used to gather information. The recruitment business is able to send multiple personalized messages to people who have finished the sign-up process. These messages are meant to encourage people to join. People will be asked to give the right permissions.

Ethical Assumptions

Ethical assumptions encompass the principles and guidelines that inform the design and execution of a study. This study adheres to the ethical guidelines established by the University's specialized division to ensure compliance. Prior to consenting or declining participation in the study, the participants were provided with information regarding its objectives, advantages, potential hazards, and financial resources. Moreover, the participants who constituted the primary focus of the survey investigation were provided with the opportunity to withdraw from the study at their discretion, while maintaining anonymity from the researcher. Additionally, the specialist has taken measures to ensure the anonymity of personal information, thereby preventing its linkage to any other data. Despite the absence of any participants below the age of 18, it is possible that this study has not been conducted. Additionally, it could demonstrate that the data provided by participants was solely utilized for the purposes of the research. Finally, a comprehensive examination of the entire research project was conducted to ensure the absence of plagiarism or any other forms of academic misconduct. Moreover, the researcher effectively presented the findings of the study.

Chapter 4: Findings and Analysis

4.1 Findings

Frequencies

Frequency Table

Frequencies

Frequency Table

Regression

4.2 Analysis

The findings reflect that 80 percent of the respondents have faced different types of problems while working in UAE MNC’s. The way Indian expatriates in global companies in the United Arab Emirates do their jobs depends on who they are as people. But it is normal for companies to focus on how qualified candidates are from a technological point of view while ignoring personal and family factors. Expatriates may not know much about a foreign place, and it is normal for companies not to offer training on how to adjust to a new culture. Most of the time, the people who are picked to work abroad agree to the job offer without knowing what might happen to their careers in the future. This can cause problems and upsets at first for both the person and their family. The performance of expatriates can also be affected by the fact that they don't know what job opportunities they will have in the future and are worried about when they will return to the parent organization. Cross-cultural competence is the ability of a person to work well and fit in with people from different cultures. In order to have this skill, expatriate workers have to change the way they think and act while living in the host country. This study uses an empirical method called a questionnaire poll to collect data on how cross-cultural adjustment affects expatriates' levels of work stress and job involvement. This is done so that the effects of cross-cultural adjustment on work stress and job involvement can be studied. Based on what the study found, it makes specific suggestions to help expats with their own psychological adaptation. The results show that expatriate workers have problems because of the tasks they have been given, their unfamiliar surroundings, language barriers, and differences in culture. When too much pressure is put on expats, it can make them feel ideologically and psychologically weighed down, which could lead to physical symptoms. But the right amount of pressure can be a pushing force and help things move along smoothly at work. When it comes to the high-tech business, employees who can adapt to the customs and cultures of other countries are more engaged at work and more likely to find ways to deal with work-related stress. Research has also shown that the amount of cross-cultural competence an employee has a positive relationship with how well they can adapt to the host country. In addition to this kind of improved cross-cultural ability is linked to better job performance.

The growth of a firm is dependent on the work culture that it maintains, just as the growth of a country is dependent on the growth of its businesses. People in different countries approach their work in very different ways, each with their own set of advantages and disadvantages. The employees at our company are tasked with scouring the globe in search of the most efficient workplace practices and putting them into practice. It is not acceptable for subordinates to simply do what they are told but rather it is expected of them that they will speak up, make suggestions, push back, and take the initiative. There is a decrease in the number of decisions that are taken from the top down, there is an increase in the amount of power that is given to other people, and managers want members of the team to take responsibility for and own the results.

People from other countries can interpret messages in a variety of unique ways due to cultural differences. What makes perfect sense in one culture might not make any sense at all in another. For instance, it's usually not a good idea to adapt television entertainment shows that are popular in one country but not very much in another, even if both countries speak the same language. Employees have the ability to advise that employers in the UAE concentrate on the issue of pre-departure training, despite the fact that there are many factors that can make or break a job posting in the UAE. People from any countries in the Middle East are permitted to work in conventional organizations in the UAE. Additionally, people from Britain, Australia, New Zealand, the United States of America, India, Pakistan, Africa, France, Germany, Canada, and South America are also permitted. This makes it difficult to communicate and can lead to misunderstandings between different ethnic groups.

Chapter 5: Conclusion

5.1 Conclusion

Changes in society and culture, in addition to changes at UAE multinational corporations, have made it difficult for Indian workers everywhere to maintain a healthy balance between their personal lives and their professional lives. People are finding it increasingly difficult to maintain a healthy balance between their professional and personal life as a result of factors such as rising demand, increasing stress levels, rising numbers of children, and increased awareness among women. Because of the increased pressure and demands placed on employees at their jobs, an increasing number of workers are quitting their jobs. Therefore, businesses in the modern world need to create environments that are flexible in order to assist their employees in maintaining a healthy work-life balance. The majority of people strive to be good at everything they do and are able to satisfy the requirements of each profession, even if those jobs appear to be in direct competition with one another. But a conflict between one's personal life and professional responsibilities arises when a person's many roles call for varying amounts of time and energy that simply cannot be addressed simultaneously. The most significant issue that professionals face is that they are unable to keep up with both the demands and pressures of their jobs and the demands and pressures that they face in their personal lives. The majority of people strive to be good at everything they do and are able to satisfy the requirements of each profession, even if those jobs appear to be in direct competition with one another. However, a person's personal and professional lives may come into conflict if they have multiple occupations, each of which requires a unique amount of time and energy that just cannot be met at the same time. The greatest challenge that working Indian professionals face in UAE is that they are unable to meet the expectations and demands that are placed on them both in their professional and personal lives.

5.2 Recommendations

Due to the substantial presence of foreign companies in the United Arab Emirates (UAE), the necessity of Arabic language proficiency is not universally applicable, and its usage is notably absent in various contexts. In the realm of international diplomacy, it is observed that numerous foreign leaders tend to engage primarily with fellow high-ranking counterparts who possess a proficient command of the English language, as opposed to interacting extensively with subordinate personnel whose English proficiency may be comparatively limited. Proficiency in the Arabic language is not a prerequisite for achieving success. However, individuals discovered that possessing the knowledge of appropriate greetings and conduct during a meeting proved to be highly advantageous. For instance, upon their initial encounter with individuals from the United Arab Emirates certain Western managers expressed astonishment at the ensuing events. Following the customary exchange of greetings and formal addresses, individuals residing in the vicinity frequently exhibited a tendency to repetitively pose identical inquiries. In Western societies, inquiries are frequently posed by individuals with extensive expertise. In the United Arab Emirates conversely, individuals in positions of authority exhibit a tendency to remain reticent, while individuals with comparatively lower authority assume the role of inquiring and posing questions. This practice facilitates the inclusion of less experienced staff members and serves as a means for fostering intercommunication among them. However, the operational procedures in this context differ, thus the ultimate determination will be rendered by the senior administrative personnel. Furthermore, it is important to note that the conclusion of negotiations, whether oral or written, does not necessarily signify the end of the agreement-making process. Modifications to agreements and contracts were susceptible to alterations at any given moment and at any phase of a project, a practice that was frequently observed.

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