Key Research Questions
Discuss about the Talent management as a strategy for Employee Engagement and Development in the government sectors in Abudhabi, United Arab Emirates: A key to achieve Abudhabi 2030 vision.
Employee engagement is considered as the affirmative force that encourages and connects employee with their organization. Singh and Sharma, (2015), found that it is the responsibility of the managers to address the importance of engagement in the public sector in the Abu Dhabi; United Aram Emirates because it will increase the performance of the employee, amplify the job satisfaction and thus lead the organization to attain the set goals. Talent management is a fast growth strategy that has become a top priority for every organization across the world. Hence, employee engagement is an integral concern for the leaders of the organization because employees are considered as the major assets of any organizations. The main aim of this research is to explore the talent management in government sectors of Abu Dhabi for the purpose of attaining the 2030 vision of Abu Dhabi. It has been found that the country’s vision is the concept of the cultural policy that refers to an initiative undertaken by the government of Emirates aimed at attaining the goals of certain cultural content and imputable within a logical strategic framework.
This study investigates the importance of talent management as a strategic tool for employee engagement and development in the public organization of Abu Dhabi. The research study aims to response the following questions:
- To critically review the literature regarding concepts, models, and theories related to Talent Management.
- To analyze the current challenges and problems facing by the public organization in Abudhabi due to inefficient talent management strategy.
- To find out the advantages of bringing in TM programmes at Abu Dhabi public organization.
According to Gelens, Hofmans, Dries, and Pepermans, (2014), it has been found that the public administrative structure of entire the United Arab Emirates is divided into two systems such as federal and emirate government. The supreme council is at the top of the hierarchy of administration and government and it helps and appoints the UAE president. The federal government system entails of the president, non-departmental ministers as well as a cabinet with departmental ministers and it has been found that the all the ministers are appointed by the president. As per Alias, Noor, and Hassan, (2014), the role of talent management in public sector organization is huge as it deals with a number of issues that can hamper the structure of the organization and encourage the employees of the organization to work more for the purpose of giving public services. Talent management is a set of incorporated organizational workforce processes made to develop, motivate and attract employees. The major aim of the talent management is to develop the high performance and sustainable organization that helps to meet the strategic and operational objectives. There are various reasons behind investing in the talent management by public organization. These are employee motivation, attract to top talent, constant coverage of critical roles, increase employee performance, and retain top talent and higher client satisfaction.
Relevant Literature
The above mentioned model states that optimal workforce is related to the planning, attracting, developing, retaining and transitioning. There are a large amount of people dependent upon the public organization that is why it is the responsibility of the employees of a public organization to provide them a high level of services as they are trusted by the government for giving better services to the citizens.
At the time of when the term of Talent Management develops in regarding musical or performing arts talent, the term has developed into an effective strategic force inside various kinds of organizations like universities, schools, businesses, hospitals and various kinds of government departments. It has been found that after the boom in the United Arab Emirates in both public as well as private sectors, number of organizations executed effective plans to meet their needs of talent of the potential and sustain a challenge in the UAE markets. It has been stated by Gelens, Hofmans, Dries, and Pepermans, (2014), that improvement in talent management within the organizations leads to significant growth in the performance of the organization and helps in moving from national to the international market. It has been observed that the growth of the country of UAE is having the nature of phenomenal. There was only a handful of tarmac roads and improper infrastructure as available thirty years ago, yet emirates like Abu Dhabi, Sharjah and Dubai are now extensive urban areas whose skylines are covered with modern and high rise buildings. AL Mamsoori, (2015), defined that the UAE government has progressively more motivated companies to execute talent management for responding to the increasing level of Emiratisation. Hence, large numbers of public organizations have made huge investments to train their employees to attain their talent requirements.
The Abu Dhabi Economic Vision 2030 is the outcome of an intensive effort between a number of public sector and joint public private sector businesses. It has been analyzed that there are three entities have significant role in the development of this vision. These are The Department of Planning and Economy, The Abu Dhabi Council for Economic Development (ADCED), The General Secretariat of the Executive Council. The Abu Dhabi Economic Vision 2030 sets out to make the current economic environment and recognize the major areas for the development in order to gain the goals laid out in the zone of the policy agenda. It has been found that initially, the current state of the economy has been determined by an analysis of macro economic data. It has been examined by the vision of Abu Dhabi 2030 that which sort of enterprises and sectors are involving to economic output and development. Second, the Abu Dhabi Economic Vision 2030 examines about the present business environment and recognizes the major strengths that can be increased to further the economics of the Emirate against its existing peers and worldwide benchmarks (The Government of Abu Dhabi, n.d).
Abu Dhabi Economic Vision 2030
In the context of 2030 vision, it has been analyzed that the cultural policy in Abu Dhabi is hugely included to the Abu Dhabi Vision 2030 Master Plan 2030. This plan is being made to get efficient growth by 2030 by setting the strategic policies for the development. This master plan has been sponsored by Their Highnesses Sheikh Khalifa bin Zayed Al Nahyan UAE President and Ruler of Abu Dhabi and Sheikh Mohammed bin Zayed Al Nahyan. The plan of this vision is coordinating the political efforts of entire agencies and authorities of the government of Emirate. It is mainly dependable on two pillars such as the Abu Dhabi Economic Vision 2030 and the Abu Dhabi Urban Planning Vision 2030 (Datta, 2013). The role of talent management in achieving the objectives of this vision is huge as it is necessary for the public organization to hire skilled employees and give them proper training in regarding attaining the objectives of these plans (Mone and London, 2018).
According to Cooke, Saini, and Wang, (2014), it is essential for the public organization to effectively execute and support and talent management, human resource systems are vital to help the talent management process. These process involving HR planning, competent selection of effective talent, performance management and career management processes. It has been advocated by Davis, Cutt, Flynn, and Mowl, (2016), that there is a three-way process for talent management in which each one has specific accountabilities. Initially, it is vital for the organization to have the proper structure of the culture in which employees can perform in more efficient manner. Secondly, managers of the public organization need to assess the needs of talent development and describe the objectives of the vision, provide feedback and evaluate the development of the process as per the strategy of the vision 2030. Thirdly, individuals are required to look for development opportunity, set career goals and implement development plan (Singh and Sharma, 2015). Hence, for a talent management process to run effectively, it would need inclusive and differentiated infrastructures of HR that support the needs and requirements of the talented individual from the joining to exiting the organization. Furthermore, it has been found that the role of each section within the public organization is playing a significant role that makes solid coordination between them which would be accountable to increase the talent management environment (Cascio and Boudreau, 2016).
It has been analyzed that the main advantages of talent management is global competitiveness that lead the public sector in the UAE to go throughout an effectual transformation in the form of Emirati government that has encouraged the importance of innovation by such as excellence awards and leadership programs (Ponzini, 2011). In the report of global competitiveness, 2014, it has been found that UAE ranked 12th most competitive nation globally. By supporting organizational innovation, the level of the UAE has been improved, with Abu Dhabi which is the capital of UAE that got 21st ranked in the year of 2014. Although, the public sector of the country is facing issues regarding management in the provision of outstanding services and their leaders have identifies that there is a requirement of the associated need to develop employee engagement and promote organizational excellence (Scharfenort, 2012).
Role of Talent Management in Achieving Abu Dhabi 2030 Vision
Recently, exploring the bonding between organizational leadership and employee engagement is of the greatest significance as such bonding influence performance and productivity. In UAE, in specific, there is necessary for the leaders in the public sector who are capable to enhance the employee engagement. It has been found that 45 % of job applicants are needed to have leadership capabilities to handle the job. In the meantime, the research of Gallup has shown that there are only 26% of engaged employees working in UAE (Gulf News, 2018). On the other hand, 60% of employees are not engaged in working and 14% are keenly disengaged. According to Gallardo-Gallardo, Nijs, Dries, and Gallo, (2015), teamwork is a vital component to attain the strategic goal of the company and it is essential for the government organization of Abu Dhabi to focus on teamwork for attaining the 2030 vision.
Research philosophy
Research philosophy is the effective method that facilitates researcher to gather the information about the research topic in mode effective manner. There are three kinds of research philosophies that facilitate in increasing the understanding of the research concerns. Interpretivism, positivism and realism philosophy are major components of the research in which interpretivism philosophy helps in making a better understanding about the research issues. Realism philosophy relies on the human beliefs. Positivism philosophy reflects the information which is based on fact and knowledge. For this research paper, interpretivism philosophy is used for the purpose of fetching the information to access the perception of the participants (Schwartz-Shea and Yanow, 2013).
Research approach
The research approach is vital for the research as it helps to gather the information regarding the research issues. There are two kinds of research approaches such as inductive and deductive. The deductive research approach is appropriate with the selection of the positivism philosophy; on the other hand, inductive approach is effective with the interpretivism philosophy. For this research study, inductive approach is being selected to accumulate the information because this research would be facilitated to gain subjective knowledge.
Research design
There are three kinds of research design such as exploratory, descriptive and causal research designs. The exploratory research design shows the starting research in which the researcher is able to gain the research concern by taking help of developed hypothesis. While descriptive research designs provide support to the researcher to gets depth information regarding the research issues. On the other hand, the role of casual research design is to keep focusing on the causal facts for the purpose of making bonding between variables. The combination of the exploratory and descriptive research designs are selected to initiate the research. These designs help the researcher to get information about the research concern in order to meet the aims and objectives of the research.
Importance of HR Systems in Supporting Talent Management
Research strategy
There are different kinds of research strategy such as such as survey, literature review, questionnaire, experiment, interview and focused group. For this research, the researcher will opt the survey and the interviews research strategies because these strategies help the researcher to accumulate the information in more efficient manner. Survey strategy would facilitate researcher to gather the information in less time and cost which increase the reliability of the research. Conversely, the interview will give chance to understand the views and perception of each participant.
The appropriate method of collecting the data is assisted the researcher to move in a systematic manner. There are two kinds of data collection method such as primary and secondary method and for this research, the combination of the primary and the secondary method is being considered. The primary data can be collected with the help of survey, interview, questionnaire, action research and case study. The secondary data collection method includes the journal, books, internet sources and newspaper, magazines. The research will use survey through questionnaire and face to face interview by which the research will get instant feedback and responses regarding the research questions (Nestor and Schutt, 2014).
Sampling method
There are two kinds of sampling strategy such as probability and non-probability sampling strategy, which facilitates researcher to gather the specific information from the distinct population. Random sampling strategy is being used to select the participants for the survey questionnaire for which 70 employees of public organization of Abu Dhabi are selected. It is the effective sampling techniques that provide opportunity entire population to get selected.
Data analysis
It is essential for the researcher to analyze the data after collecting the information regarding the research in order to draw the valid and reliable conclusion. There is various data analysis method such as content analysis, statistical analysis, conversational analysis and disclosure analysis. For this research study, statistical data analysis method will be considered because it is the technique by which the researcher can show the detail information regarding the collected data. MS Excel and SPSS software will also use to interpret the data (Ravitc and Carl, 2015).
Ethical consideration
The ethical consideration is the major component of the entire research and the researcher has taken prior permission to the participants and there is no pressure on them to get participated in the survey. The researcher has given information to all participants that their personal information which is collecting during the survey will be vanished after getting a response of questionnaire.
Three-Way Process for Talent Management in Public Organizations
The research has made on the Talent management as a strategy for Employee Engagement and Development in the government sectors in Abudhabi, United Arab Emirates. The talent management model has been described as an effective model. It has been found throughout this study that the Abu Dhabi Economic 2030 is the outcome of a comprehensive and supportive approach which is made to ensure a strategy that is realistic and based on measurable trends and insightful of the aspirations of stakeholders in the economy of Emirate. This plan is being made to get competent enlargement by 2030 by setting the strategic policies for the development. The research can go beyond this topic by evaluating the specific form of government organization in Abudhabi. Critical discussion can be made in further assignment regarding talent management.
|
S. No. |
Actions |
Time frame (months) |
Details |
|
A |
Topic selection |
3 months |
In this step, the topic will be selected regarding the research paper |
|
B |
Planning of the research |
8 months |
It is the step in which planning about the entire research will be made. This step will define each step of every activity. |
|
C |
Functioning of the selected plan |
8 months |
The planning of the research will be employed in this third step. |
|
D |
Data collection method |
12 months |
It is the fourth step which will be cooperative for the researcher to decide the suitable loom and techniques to accumulate the data. |
|
E |
Data analysis |
8 months |
In this step, the data will be analyzed in a significant manner with the help of random sampling technique. |
|
F |
Discussion |
4 months |
The discussion will be made regarding the analyzed data so that the proper conclusion can be drawn in a reliable manner. |
|
G |
Conclusion and Recommendation |
5 months |
The conclusion will be drawn and the recommendations will be made with the help of the data analysis and discussion. |
References
AL MANSOORI, M.S., 2015. A study of the benefits of developing talent management within the public sector: the case of Abu Dhabi Police General Head Quarters, UAE(Doctoral dissertation, Liverpool John Moores University).
Al Mehrzi, N. and Singh, S.K., 2016. Competing through employee engagement: a proposed framework. International Journal of Productivity and Performance Management, 65(6), pp.831-843.
Alias, N.E., Noor, N. and Hassan, R., 2014. Examining the mediating effect of employee engagement on the relationship between talent management practices and employee retention in the Information and Technology (IT) organizations in Malaysia. Journal of Human Resources Management and Labor Studies, 2(2), pp.227-242.
Ashton, C. and Morton, L., 2005. Managing talent for competitive advantage: Taking a systemic approach to talent management. Strategic HR review, 4(5), pp.28-31.
Cappelli, P., 2008. Talent management for the twenty-first century. Harvard business review, 86(3), p.74.
Cascio, W.F. and Boudreau, J.W., 2016. The search for global competence: From international HR to talent management. Journal of World Business, 51(1), pp.103-114.
Cooke, F.L., Saini, D.S. and Wang, J., 2014. Talent management in China and India: A comparison of management perceptions and human resource practices. Journal of World Business, 49(2), pp.225-235.
Datta, D., 2013. Indian fodder management towards 2030: A case of vision or myopia. Int. J. Manage. Soc. Sci. Res, 2(2), pp.33-41.
Davis, T., Cutt, M., Flynn, N. and Mowl, P., 2016. Talent assessment: A new strategy for talent management. Routledge.
Gallardo-Gallardo, E., Nijs, S., Dries, N. and Gallo, P., 2015. Towards an understanding of talent management as a phenomenon-driven field using bibliometric and content analysis. Human Resource Management Review, 25(3), pp.264-279.
Gelens, J., Hofmans, J., Dries, N. and Pepermans, R., 2014. Talent management and organisational justice: Employee reactions to high potential identification. Human Resource Management Journal, 24(2), pp.159-175.
Gulf News, 2018. 85% of UAE employees ‘not engaged’ in their jobs: Gallup. Available [online] https://gulfnews.com/business/sectors/careers/85-of-uae-employees-not-engaged-in-their-jobs-gallup-1.2108037. Accessed on 19th July 2018.
Mone, E.M. and London, M., 2018. Employee engagement through effective performance management: A practical guide for managers. Routledge.
Nestor, P. G. and Schutt, R. K., 2014. Research Methods in Psychology: Investigating Human Behavior. USA: SAGE Publications.
Ponzini, D., 2011. Large scale development projects and star architecture in the absence of democratic politics: The case of Abu Dhabi, UAE. Cities, 28(3), pp.251-259.
Ravitch, S. M. and Carl, N. M., 2015. Qualitative Research: Bridging the Conceptual, Theoretical, and Methodological. USA: SAGE Publications.
Scharfenort, N., 2012. Urban development and social change in Qatar: the Qatar National Vision 2030 and the 2022 FIFA World Cup. Journal of Arabian Studies, 2(2), pp.209-230.
Schwartz-Shea, P. and Yanow, D., 2013. Interpretive research design: Concepts and processes. UK: Routledge.
Singh, A. and Sharma, J., 2015. Strategies for talent management: a study of select organizations in the UAE. International Journal of Organizational Analysis, 23(3), pp.337-347.
The Government of Abu Dhabi, n.d. The Abu Dhabi Economic Vision 2030. Available [online] https://www.ecouncil.ae/PublicationsEn/economic-vision-2030-full-versionEn.pdf. Accessed on 21 June2018.
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