In the UAE there is quite a distinctive difference between management and employees. Emirati managers do not like to socialize with their employees and maintain a professional distance in foreign operations. Emirati managers do not like to hear opinions from employees and expect employees to not question their orders. Though rules and policies are very significant, in case of any issue or conflict Emirati managers try to highlight such things with individual employee in a careful way rather than embarrassing them in public.
In UAE, Emirati managers face lot of problems and issues as a result of cultural influences. Emirati managers has been using legitimize practices, behaviors and traditions of an organization while implementing human resource management practices (Academic Conferences and Publishing Limited, 2014). Emirati culture is considered as very strict, and managers in UAE do not tend to easily accept evaluation by employees. The working environment of organization and impact of the region is the significant element which influences human resource functions of organizations. In the UAE, the role of the political association, culture, legal, economic and socio economic development influences the activities of Human resource management. Emirati managers play an important role in running the diverse workforce while maintaining the growth and important demographic changes.
Communication accommodation theory (CAT) and social identity theory (SIT) are the significant theoretical structures implemented in the research, to evaluate how Emirati managers deal with difficulties in their relationships with employees in foreign operations. Communication accommodation theory (CAT) focuses towards a better perceptive of cross-cultural communication between Emirates managers and employees in a workplace, where candidates from various nationalities, beliefs, religion and values are needed to accept a more broad approach to communicate with one another (Willemyns, 2005). This enables both Emirati managers and employees to share a common identity and aim at the time of performing together to achieve organizational goals and objectives.
Social identity theory (SIT) mainly focuses on knowledge of employees that signify that employees belong to particular social groups, along with few emotional and value importance to them of the group membership. Implementation of SIT can help Emirati managers in understanding of the pattern of communication between employees from various social and cultural groups in organizations. Implementation of theories assists Emirati managers in identifying difference among employees. This causes celebration of the differences among their workforce by Emirati managers and also motivating them to let their individualities demonstrate (Academic Conferences and Publishing Limited, 2014).
Problems and issues in relationship between managers and employees in foreign operations can be generally handled by conducting employee review and assessments. Emirati managers need to identify diversity-associated issues in the workplace and discuss them with their employees in a genuine way. In order to achieve success in foreign operations, managers should motivate employees to involve with others of various backgrounds or generations. Such types of participation or activities by Emirati managers results in motivating their employees to gain more about communication pattern, talents and goals (Willemyns, 2005). Emirati managers need to discover more about cultures etiquette practices of employees and this knowledge can prove beneficial to business. Employees are required to treat fairly and uniformly which enables Emirati managers to successfully deal with challenges and difficulties in their relationships with employees in foreign operations.
References
Academic Conferences and Publishing Limited. (2014). Proceedings of the 2nd International Conference on Management, Leadership and Governance: ICMLG. Academic Conferences Limited
Willemyns, M. (2005). Cross-cultural communication and leadership in the United Arab Emirates. Retrieved November 13, from http://www.bizresearchpapers.com/17.%20Michael-FINAL.pdf
