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Alan Nankervis et al 2011, in his book " Human Resource Management: Strategy and Practice" states that regardless of the particular resource emphasis in an industry, the human resource is almost always the key ingredient for organizational success. People design, operate and repair the technology, people control the financial resources, and people manage other people in all organizations. Compared with technological or financial resources, human resources are the most unpredictable and often the largest ongoing cost factor in any organization, and they may also be regarded as its most valuable assets. It is therefore crucial that they are managed effectively, equitably and ethically, and that their personal and work needs are satisfied, if organizational objectives are to be achieved. A number of developments have begun to transform the nature of jobs and the workplaces in which they are performed. These developments include the influences of globalization and technological development, significant changes in demographic and workforce features, as well as political, economic and social changes associated with significant amendments to industrial relations systems and processes. On the positive side, globalization has broadened the markets for Gulf and regional businesses, reshaped labour markets and, with the aid of enhanced information technology and telecommunications systems, begun to fashion new kinds of jobs, new forms of workplaces and, increasingly, more innovative approaches to all human resource management (HRM) processes. Less positively, the economic interconnectedness of countries (possibly the major hallmark of globalization), coupled with the unethical behaviour of some senior managers (primarily) in the finance industry, have arguably contributed significantly to the recent worldwide financial crisis that resulted in the demise of many businesses; more active intervention of governments in company ‘bail outs’ and the re-regulation of industries; and associated changes in HRM strategies, including mass retrenchments and major revisions to staffing, performance management, executive pay systems, human resource development, rewards and career development programs.
Regarding Gulf region, Dubai for instances Traditionally an oil-fuelled economy, Dubai has grown a significantly diversified economic base to the extent that, by 2007, oil represented only three percent (3%) of gross domestic product (GDP), down from 10 per cent in 2000 and 46 per cent in 1976. Since 2000, real GDP has outgrown neighbouring emirates with a compounded, annual growth rate of 13 per cent (Dubai Strategic Plan 2015, p. 16). The high activity services sector – encompassing trade, construction, transport, trade and communications – has been a key driver of economic growth, representing 75 per cent of GDP in 2005. The Dubai Strategic Plan 2015 seeks to develop a knowledge-driven economy that is well-positioned to share prosperity with its population of ‘nationals’ (indigenous people) and foreign workers. Workforce expansion is anticipated in response to planned economic growth, with the labour market expected to grow by an additional 848000 in 2005 to 1.73 million by 2015, largely through the growth in number of foreign workers. Central to the strategic plan is the role that government departments play in improving the business and investment environment, thereby placing the spotlight on the performance of Dubai’s public sector. Department leaders are responsible for developing operational plans and programs that focus on efficient and effective services that stimulate the strategic vision and growth strategy. Underpinning human resource management practices in government circles is the Dubai Government Human Resources Management Law No. (27) 2006, which applies to all civilian employees of the Dubai government, whether they are nationals or expatriates. The law covers 15 areas including code of conduct; work training and development; leave; business and training travel; employment relations; health, safety and environment; disciplinary actions; grievance and complaints; termination of service; and government human resources. Organizational units in each department have the responsibility to comprehend the HR policies, and apply them fairly and consistently among employees in order to create a performance-driven and progressive culture. Central to implementing department plans is a workforce that is dynamic, motivated and responsive to achieving the strategic vision for Dubai. A productivity improvement of 4 per cent per annum is part of the vision, and optimizing Dubai’s human capital will be crucial, placing HR professionals at the forefront of change. Specific goals identified in the plan include enhancing people-management skills, targeting the HR specialist, attracting talent and building capability through international standards of HR best practice. Commencing in 2007, the Australian Human Resources Institute (AHRI) has been contracted to facilitate the training of senior Dubai Government HR directors and officers, while at the same time operating a ‘train the trainer’ program aimed at building their local skills base under the continued auspices and quality assurance of AHRI.
On Cloud is a progressive software deployment approach where the application software for human resource management is hosted on the Cloud and clients use a web browser to access the application. This ensures that clients can setup their own application almost immediately and benefit from a secure and scalable architecture without having to go through complex and time consuming software and hardware installations. Cloud ensures that clients benefit product enhancements with no downtime.
Increased Scalability and Speed: Since companies no longer have to invest time in buying and setting up hardware and software, they can seamlessly scale up or down depending on their usage of services on the cloud. This frees up companies’ internal teams so that they can focus more on innovation instead of managing resources.
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The tried and tested traditional approach to software deployment and management. gulfHR is installed and operated from a client’s in-house server and computing infrastructure, utilizing an organization’s native computing resources and requires only a licensed copy of gulfHR.
gulfHR’s trusted HRMS solution, combined with regional expertise, now brings you HR Administration and payroll outsourcing for the Middle East region. Whether you are a bespoke small company with special payrolling requirements, or a larger SME seeking confidentiality, accurateness and timeliness, gulfHR had proven themselves to be a reliable business partner. gulfHR’s strength in payrolling lies in the controls and governance that is put in place.
Human resources management is a labor organization and human resources management. And specializes in attracting staff, selection, training, evaluation and reward employees, and also follow the organization's leadership and organizational culture and ensure compliance with labor laws. In cases of staff be willing to conduct collective negotiations, human resources management, their role is the initial communication with the staff representatives (usually trade unions).
HR individuals formers total workforce organization, or business sector or the economy. Some uses of human capital term in tandem with human resources, although human capital usually refers to the narrower view, there are other terms sometimes used include «workforce» or talent or «work» or simply «people». And found human resources as a product of the movement of human relations in the early twentieth century, when researchers began documenting ways to create values to work through the strategic management of the workforce. Human Resources has been dominant work procedural daily, such as salaries and management benefits, but because of globalization, the integration of organizations, and technical progress, and research advanced, human resources are now focused on strategic initiatives such as mergers and acquisitions, talent management, succession plans, industrial relations or unions, and diversity and inclusion . Emerging organizations, the functions of human resources loves be performed by someone professional coach. In larger organizations, a whole section in the habit specialist Hama area, staff specialists in various fields of human resources involved in strategic decision-making with the rest of the sections. To train the practitioner to become a professional, higher education institutions, specialized bodies, the same organizations have developed specialized programs of study for each part in this area
I fully agree with the answers been added by EXPERTS.............Thanks.
I agree with the experts answers. I have nothing more to add.
Mr. Abdul Wahab has nicely covered the answer and I have voted for him
The history of Human Resources Management did not begin at the moment when Dave Ulrich published his first book about Human Resources. He discovered the importance of Human Resources Management for successful organizations but the people management was crucial even in ancient China. The HR history is about the evolution of first communes and growth of first ancient societies.
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I am apologies to answer this question because i am didn't work at same countries
agree with ms. ghada
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Thanks
Agree with the answer given by Mrs. Ghada
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