Human Capital In The Middle East

Covers issues of demography and development in the Middle East, the capital value of rising populations, the workings of the labor market, and the impact of migration and urbanization on the region.

Providing evidence of the role of human capital on innovation in the Middle East, this edited collection closely examines the unique nature of the workforce in this region. It highlights the challenges that the United Arab Emirates faces in becoming more globally competitive, with emphasis on its unique socio-cultural context and a rapidly changing institutional set up. Filling a growing need for research – particularly in the context of the UAE’s ambition to become one of the world’s most innovative countries – the authors address six main themes: happiness; employee incentives; the restructuring and integration of employees; inclusion and diversity; employer and nation branding; and human capital and innovation. This book examines the global best practices firms in the UAE need to adopt in order to overcome weaknesses, setting an agenda for future research in the context of human capital and human resource management for the UAE.

This volume brings together for the first time empirical studies of labor markets in the Middle East and North Africa (MENA). It includes surveys on the performance of the markets for labor and human capital in the region, as well as in-depth studies of specific policy issues using micro data. The empirical chapters discuss family decision-making in fertility and human capital accumulation, returns to education, and the efficiency of labor markets. They help raise the level of policy debate in the areas of education, gender equity, population, and employment by providing a deeper understanding of the micro foundations of these policy debates, and by pointing out the extent to which individual and household decision-making determines the outcomes of public policy.

Extensive efforts to develop human capital are under way in the United Arab Emirates, Saudi Arabia, and elsewhere in the Gulf, and they are increasingly setting expectations for how people ought to behave socially and economically that are in tension with how they are expected to behave politically. The tensions created by governments’ conflicting aims can produce frustration, a sense of entitlement, or apathy among young people entering the labor force, each of which poses different potential political challenges for governments. Navigating this tension—or finding ways to create space for genuine innovation and risk taking within that constrained political context—will be among the most important strategic challenges for the region’s leaders and people in the next 10 years.

This book presents the HRM scenario in a number of countries in the Middle East, highlighting the growth of the personnel/HR function, the dominant HRM system(s) in the area and the challenges faced.

This Handbook provides evidence-based information to the reader regarding the dynamics of HRM in this important region. The book is developed into three parts – contextual and functional issues such as societal and cultural perspectives, performance management and talent management; country-specific HRM covering the GCC, Levant and North African nations; and emerging themes such as HR issues related to domestic workers, labour localisation, expatriate management, CSR, Wasta, foreign and public sector firms. Covered under 23 chapters, the systematic analysis highlights the main forces determining HRM systems in the region.

The formation of human capital--the knowledge, skills, and health that people accumulate over their lifetimes--is critical for the six Gulf Cooperation Council (GCC) countries. Human capital contributes not only to human development and employment but also to the long-term sustainability of a diversified economic growth model that is knowledge based and private sector driven. This approach is critical, given that income from oil and gas will eventually decline and that the nature of work is evolving in response to rapid technological changes, in turn demanding new skill sets. The GCC governments have demonstrated their strong political will for this shift: four of them are among the first countries to join the World Bank’s Human Capital Project—a global effort to improve investments in people as measured by the Human Capital Index. The GCC countries face four main challenges: • Low levels of basic proficiency among schoolchildren • A mismatch between education and the labor market • A relatively high rate of adult mortality and morbidity • A unique labor market , in which wages in the public sector are more generous than in the private sector and government employment of nationals is virtually guaranteed To address these challenges, this report outlines four strategies in a“whole-of-government†? approach: • Investing in high-quality early childhood development • Preparing healthier, better educated, and skilled youth for the future • Enabling greater adult labor force participation • Creating an enabling environment for human capital formation These strategies are based on best practices in other countries and feature some of the GCC countries’ plans, including their national “Visions,†? to take their economies and societies further into the twenty-first century. With the COVID-19 pandemic, the GCC countries face additional challenges that may worsen some preexisting vulnerabilities and erode human capital. In response, the GCC governments have taken multiple measures to protect their populations’ health and their economies. Any country’s decision to reopen its economy needs to closely consider public health consequences to avoid a resurgence of infections and any further erosion of its human capital. The COVID-19 crisis underscores that the need to accelerate and improve investment in human capital has never been greater. Once the GCC countries return to a “new normal,†? they will be in a position to achieve diversified and sustainable growth by adopting, and then tailoring, the strategies presented in this report.