Human Resource Management in the Arab Middle East

Question

The term Middle East was invented in 1901 by the American Admiral Alfred T. Mahan. It was only in 1916, however, that the term was popularised as a result of its official British adoption in Correspondence. The term despite its popular use, suggest a degree of internal uniformity that is unjustified by reality (Ali 1993). Countries like Cyprus, Turkey, Israeli, Egypt, Iraq and Oman are lumped together under this convenient political umbrella.
However, most of the countries in the Middle East are Arab and view themselves as belonging to a community spread nationally and culturally from the Persian Gulf to Morocco in North Africa. As Muna (1980) points out, the nationals of these countries have a common bond: a strong feeling of identity and commonality. They share the same language, religion and history. While there are elements of diversity in these three bases of identity, feelings of brotherhood and common destiny among nationals of Arab countries make it possible in the final analysis to refer to them as Arabs. Table 6.5 shows salient common cultural characteristics and HRM practices in the Arab Middle East countries.

Senior positions are usually held by older people, promotion and pay are more likely to be related to the employees’ degree of loyalty to their managers than to their job performance. However, the younger generation managers, most of whom have received higher education either at home or abroad, are more in favour of western-style professionalism than their older colleagues. In Bahrain, for instance, as were (2000) points out, the well-educated emerging managerial elite is developing a realistic self image setting strict performance standards, taking advantage of opportunities for professional Self renewal. It demands, within the context of the authoritarian and autocratic power structures of Bahraini organisations, inclusion in the decision making process.
Table 6.5 Major Arab cultural characteristics and management practices
National Culture
Influence of Islam:
● Dedication to work, engagement in economic activities is an obligation
● work a source of independence and a means of fostering personal growth, self-respect,
satisfaction and self-fulfilment.
● Obedience to leaders, but blind subservience is not condoned
● Emphasis on forgiveness, kind-heartedness, harmony, cooperation and brotherly relationships
Arabic legacy, Bedouin way of life:
● Highly collectivist within the in-group (tribe or extended family) and highly individualist
with the out-group (non-kin and guest workers)
● Loyalty to tribe, pride in tradition, dynasty and tribe
● Dependence on relatives and friends
● Emphasis on consultation in decision making within the same tribe or extended family
but authoritarianism with non-kin (out-group)
● Wasta: face to face interaction, widespread use of personal networks, connections and coalitions
● High uncertainty avoidance: low tolerance for new ideas, low degree of initiative for
bringing about change, fatalism, unquestioning acceptance of conventional wisdom,
and obedience of justified authority HRM and other employee related values and practices
● A strong preference for participative and consultative style
● dislike of autocratic and authoritarian management style
● But managers tend to adopt an authoritarian management style
● Subordinates expect to be consulted about decisions but they do not expect participation
in the decision making process
● the last word is always the manager’s word
● Practice of senior managers getting together on a regular basis with employees and
supervisors from various levels.
● encourage subordinates to formulate solutions to problems before coming to senior
Management with a statement of the difficulty
● Management culture based on talking, not writing
● Explicit decision-making culture based on interpersonal connections
● Network takes precedence over loyalty to the firm.
● Productivity and performance largely disconnected from pay and promotion
● a strong preference for power and role and less for achievement and support
● Respect for seniority
● Preference for job security
● A lack of relevant human resource management policies and management development and planning
● a lack of delegation of authority, highly personalised superior–subordinate relationships deriving from
loyalty to individuals and paternalistic and hierarchical organisational relationships
● Widespread lack of use of western style management practices such as assessment centres
● Extensive use of expatriate managers
● Discrimination between locals and expatriates
● Gender discrimination and some degree of occupational segregation
● No serious independent labour union movement/trade union
explain human resource management in arab middle east

Answer 1

Human Resource Management (HRM) in the Arab Middle East reflects a complex interplay of traditional cultural values, the influence of Islam, and evolving modern business practices. Despite the general categorization of the region as "Arab," there exists a significant diversity in practices and attitudes towards management and human resources across different countries. Here's an overview of key characteristics shaping HRM in the Arab Middle East:

1. Cultural Context and Identity

• Arab Identity: The sense of identity amongst Arab nationals is strong, shaped by commonalities in language, religion, and history. This shared identity impacts workplace relationships and HR practices.
• Collectivism vs. Individualism: HRM practices reflect a collectivist orientation, particularly within in-groups, such as families and tribes. However, interactions with outsiders, including guest workers, can be more individualistic.

2. Influence of Islam

• Work Ethic: Islam places a strong emphasis on work as an obligation and a means to achieve personal fulfillment and independence. This connection between work and values ensures engagement in economic activities is viewed positively.
• Leadership Interaction: While obedience to leaders is expected, the value of forgiveness and cooperation underlies interpersonal dynamics, creating a complex relationship between authority and employee engagement.

3. Management Styles and Practices

• Authoritarianism vs. Professionalism: Traditional HRM practices lean towards authoritarian management styles. However, there is a generational shift as younger, better-educated managers express a preference for more professional, participative styles.
• Consultative Decision-Making: Although consultations within tribes and families are common, there’s often an authoritarian edge to decision-making in professional settings, where subordinates expect to be consulted but may not participate actively in decisions.

4. Wasta and Networking

• Personal Networks: The concept of "wasta" emphasizes the importance of personal relationships in business. Employee advancement and resource allocation often depend on connections rather than merit alone.
• Interpersonal Culture: Communication in HRM practices tends to be more verbal and interpersonal rather than documented, reflecting a preference for personal interaction in decision-making processes.

5. Employee Relations and Discrimination

• Locals vs. Expatriates: There is often a divide between local employees and expatriates, with locals receiving preferential treatment and expatriates facing workplace biases.
• Gender Discrimination: There exists a degree of occupational segregation and gender discrimination, with women often facing barriers in the workplace.

6. Performance and Rewards

• Disconnection of Productivity and Pay: There is often a disconnect between job performance and rewards like pay or promotions. Loyalty and seniority take precedence over performance metrics, which can impact motivation and job satisfaction.
• Job Security: Employees generally place a high value on job security, which shapes HRM policies and organizational structures.

7. Lack of Formalized HRM Practices

• Absence of Structured Policies: Many organizations in the Arab Middle East lack comprehensive HRM policies and practices such as management development programs or effective delegation, often relying on informal methods.
• Role of Expatriate Managers: Organizations frequently employ expatriate managers, which can create challenges in integrating local cultural practices with international management styles.

Conclusion

HRM in the Arab Middle East is characterized by a unique blend of cultural values, religious influences, and evolving business practices. While there is a strong foundation of tradition and collectivism, modern influences are gradually reshaping expectations around professionalism, performance, and employee relations. As the younger generation enters management roles, a shift towards more participative and equitable HRM practices may become more prominent, balancing the region's deep-rooted values with the demands of a changing global economy.