Employee vs. Management Views on HR Policy in the UAE

Introduction

Human resources are an important factor in business and organizational structure. Management and employees hold a special relationship in pursuit of shared business goals. The sections below provide a detailed analysis of management and employee views on various work-related organizational and human resources issues. The workplace is described in terms of the business type, number of employees, and nature of work. The subsequent sections address alternative work schedules, transfers, restriction of overtime, and casual leaves as human resources issues. Both management and employee perspectives are presented for each issue, followed by a recommendation based on a logical compromise. A conclusion is drawn on the basis of the arguments and recommendations offered throughout.

The workplace under consideration is a medium-sized business organization. It is a U.S.-incorporated healthcare organization with offices in various countries, including its head office in Romania. The business operates in several European and Middle Eastern countries. Human resource rules and regulations differ across the company's international offices. The place of employment discussed here is in the U.A.E., where the local office is directly controlled by the head office. The company maintains a centralized human resources system covering its Middle East, European, and United States operations. The U.A.E. office has 35 staff members, with an annual turnover of $12 million. The executive committee for U.A.E. operations consists of five department managers and a general corporate manager. Staff members are designated and compensated according to a formal salary structure, and all business operations are carried out in accordance with formal company procedures.

Workplace Overview

The organization deals in medical disposables and consumables. These medical devices are manufactured in China and exported to various parts of the world. Local offices in countries including the U.A.E. are responsible for participating in government tenders and conducting sales through local distributors. The company also maintains a human resources policy and a remuneration policy covering all local offices worldwide.

The owners of the business reside in Romania, and the company was originally incorporated in the United States. The local offices operate as offshore business entities in the Middle East. Owners monitor operations through management reports and periodic office visits. Decisions regarding sales targets, customer complaints, and product revenues are made at the highest levels, with business managers directed from the head office in Romania. The human resources policy is developed at the local level and endorsed by the corporate owners; any policy changes require the owners' approval.

Governments play a defining role in all corporate policies. Businesses operating in various countries must abide by local government policies and regulations. Accordingly, the company must develop its policies in compliance with local government requirements. Because of the nature of medical devices and their classification, the business requires specialized operating licenses and product registrations. It is also subject to local human resources laws and other operational regulations, and must observe local public holidays and operating hours as prescribed by government authorities.

Alternative Work Schedules

Alternative working hours — also referred to as flexible working arrangements — is a technique used in various countries to address challenges faced by both business operations and employee welfare. It is important to consider weather, the local working environment, and employee-oriented facilitation when determining business hours. Local employees at the U.A.E. office encounter extreme working conditions in summer and therefore require some flexibility in working hours. The demand from local employees to select their preferred working hours is raised consistently, with many preferring a self-selected time slot for their duties.

On the other hand, the company's management holds the view that a consistent working policy and standard working hours are necessary to maintain office discipline. Communication with the head office and central staff requires availability from 9:00 a.m. until 6:00 p.m.

It is significant to note that extreme weather conditions in Middle Eastern countries often necessitate an early start and a midday closure until late afternoon. This pattern is also common practice among most businesses with offices in the Middle East and U.A.E., where low business activity is typically observed during peak midday heat. Adopting flexible working hours would therefore be beneficial for business performance. If complete flexibility cannot be implemented, an early start at 8:00 a.m. through 12:00 p.m., followed by a resumption of duties at 4:00 p.m. until the completion of eight working hours, is recommended. This arrangement would partly satisfy the demands of local staff while simultaneously supporting better business performance (Edwards, 2009).

Conclusion

Employee-management relations and views on human resources policies differ in terms of their implications and priorities. The policies discussed cover alternative work schedules, transfers, restriction of overtime, and casual leaves. The management perspective is oriented toward business performance, while employees' demands center on personal ease and benefits. The suggestions and recommendations offered throughout this paper are based on a rational understanding of the issues raised, and the more pressing employee concerns have been addressed. Management should respond positively to these recommendations, as the solutions proposed represent negotiated outcomes rather than one-sided directives. Employee-management relations should be maintained in line with business policy and in service of overall organizational performance. Multinational business organizations similar to the one discussed should take into account local business regulations and norms when developing operational policies, particularly with respect to human resources practices in the Middle East, where considerations such as flexible working hours require region-specific approaches.