Contributing Factors that Motivates Expatriates in the United Arabs Emirates - Research Proposal Example

Research Proposal on the Contributing Factors that Motivates Expatriates in the United Arabs Emirates Student’s Name: Instructor’s Name: Course: Date: Abstract Globalization has made it easy for companies in different countries to do business. It has contributed to the increase in number of expatriates in UAE. The increase in expatriates in the country has diversified the workforce and has led to mix nationality of employees. This has made it difficult for companies to motivate their workforce. Expatriates in UAE are also faced with cultural challenges that may contribute to their dissatisfaction. In order to ensure success of foreign companies, there is need to motivate the expatriates. This research project will endeavor to determine the factors that motivate expatriates in the UAE. The study has established that pay, salary and compensation are not enough to motivate expatriates. There are a number of other factors that are important in motivating employees. Through survey and questionnaires, data was collected from respondent in order to determine the factors that motivate and demotivate employees. Table of Contents Abstract 2 Table of Contents 3 1.0.Introduction 4 1.1.Background 4 1.2.Changes in the Workforce 5 1.3.Aim of the Study 6 1.4.Research Objectives 6 1.5.The Significance of the Study 6 1.6.The Limitations of the Study 6 2.0. Literature Review 7 2.1. Motivation Theories and Expatriates Motivation 7 2.1.1. The Herzberg’s Two Factor Theory 7 2.1.2. Expectancy Theory 8 2.2. UAE Culture Effects on Expatriates 9 3.0. Research Methodology 10 3.1. Methodology 10 3.1.1. Section 1 11 3.1.2. Section 2 11 3.1.3. Section 3 12 3.3. Methods 12 3.4. Data Analysis 12 4.0. Works Cited 13 1.0. Introduction 1.1. Background The UAE is made up of seven emirates and is a significant economic hub in the Middle East Countries. The companies in UAE have been exposed to global flow of human resource management practices, expatriates as well as organizational cultures (Abdelkarim 111). Just like any country, the United Arab Emirates has embraced globalization. Globalization has eased how companies do business and different companies in different countries can now trade freely with few restrictions. Globalization has drawn a large number of expatriates in foreign countries (Abdelkarim 111). Specifically, expatriates have increased in the UAE as a way of accomplishing the visions of Emirates as established by the rulers. In order to build and enhance its major resource which is oil, the UAE has made some plans to invest in the infrastructure and other industries that are designed at diversify revenue resources. Therefore, UAE has grown considerably and this can be seen through the comparison of where the country was 10 years ago and now (Abdelkarim 112). According to a research done in the country, the population of people has grown fast and expatriates make up about 80 per cent of workers. Many people from different countries have come to UAE for varying reasons including working. However, these expatriates are faced with cultural shock due to differences in cultures (Maude 54). In order for these employees to perform well, they need to blend well in the new culture. From an organizational perspective, people from different countries are employed for different tasks in the same companies. This makes up a complex employment structure in many UAE companies (Abdelkarim 112). Therefore, these companies should be careful when managing their human resource and should understand that different people are motivated by different factors. Many complexities may come about as a result of a mix of nationalities and in order to manage these complexities, companies should ensure that all employees are motivated to achieve organizational goals and objectives. 1.2. Changes in the Workforce In the recent years, UAE has been marked with changes in the workforce in terms of age, race, culture and career aspirations (Abdelkarim 113). These changes have impacted the operational models of many organizations in the country and have endangered the human resource management. These changes in the workforce have increased the number of expatriates in UAE and this has had a knock-on effect on formal and informal employment contracts. Consequently, this has affected the motivation of employees in many companies in the gulf region (Chen et al. 4). Due to the diverse workforce in the workplace, managers are faced with difficulty of motivating their employees. According to Abdelkarim, in most UAE companies, employees are less motivated since they are not guaranteed the stability and security of their jobs. As the management is faced with unprecedented changes in the workforce, they face difficulty of motivating and empowering their employees (Amabile et al. 45). Expatriates in UAE are faced with challenges brought about by cultural differences. In order to survive in the country and become successful in their work, they need to be motivated (Lee 275). 1.3. Aim of the Study To determine the factors that contributes in motivating expatriates working in UAE organizations. 1.4. Research Objectives To determine the factors that motivate or de-motivate expatriates working in UAE To evaluate and analyze the contribution of management and employers towards motivating their expatriates in UAE To determine the extent to which implementation of motivational factors in organizations may affect employee motivation To evaluate the challenges faced by UAE organizations in relation to expatriates motivation. 1.5. The Significance of the Study This study covers the challenges of faced employees in UAE as a result of lack of motivation and highlights some factors that can be used to motivate employees. The study has both practical and theoretical significance. The study is able to develop an understanding of the motivation variables affecting expatriates performance. In addition, it can be used to assist UAE organizations formulate strategies to increase expatriates motivation. 1.6. The Limitations of the Study This study will only gather views from small number of employees as a result of time constraint. In addition, the finding of the study is founded on the information and views of the respondents which are subject to bias and prejudice. Also, the study is only focused on expatriates in UAE. As a result, the finding may be bound to changes if applied to other countries with different cultures, economy and demographic. 2.0. Literature Review 2.1. Motivation Theories and Expatriates Motivation The research is based on the factors that contribute to expatriate motivation in UAE. Motivation can be termed as the inner force that enables an individual desire to achieve personal or organizational objectives and goals (Fredrick, Bernard and Barbara 178). The dominant theories of motivation were developed in order to explain the factors that motivate employees in the workplace. The leading motivation theories include Herzberg’s theory, expectancy theory and Maslow hierarchy of needs. 2.1.1. The Herzberg’s Two Factor Theory The Herzberg two factor theory illustrates both motivation and hygiene factors that are able to enhance employee satisfaction and commitment and prevent dissatisfaction. According to the theory, the hygiene factors include satisfactory wages, employee benefits, positive working conditions, job security and good leadership among others (Fredrick, Bernard and Barbara 178). On the other hand, the motivational factors include recognition, opportunity for advancement, and meaningfulness of work, promotion and growth opportunities. This theory advocates that companies should ensure that they promote the motivational factors in order to increase the employees’ motivation levels and monitor the hygiene factors to prevent destruction of any gains that result from implementation of the motivational factors. Therefore, managers can utilize this Herzberg two-factor theory by decreasing things that result to dissatisfaction and increasing those that cause satisfaction (Fredrick, Bernard and Barbara 180). The strategies to be used by UAE companies in order to motivate expatriates is involves enhancing factors that satisfy them and minimize factors that dissatisfy them. The first step to do is to eliminate dissatisfaction. In order to do this, the companies should offer job security, ensure that expatriates are offered competitive wages create an organization culture that is founded on respect and dignity, and offer effective supervision etc. (Fredrick, Bernard and Barbara 181). In addition, the next step to be taken by UAE companies in order to satisfy expatriates is to create job satisfaction. This can be done by offering promotion opportunities, implementing training and development of expatriates, appreciating the employees and giving responsibilities to each expatriate. One company that has implemented motivation strategy is Tesco. Tesco has expanded its operations in foreign markets. Overall, the company has about 2,200 stores in different regions. The company has grown dramatically and has about 468,000 employees today. The growth and success of the company is attributed to satisfaction of the employees (Fredrick, Bernard and Barbara 210). Tesco employees are motivated and understand customer needs. When the company sends its managers in foreign countries, they ensure that they are well trained in order to prevent cultural shock. In addition, when these expatriates have done good job, they receive timely reward and recognition. The employees are also supported in their roles and are given different responsibilities to tackle by their own (Fredrick, Bernard and Barbara 210). All these approaches have enhanced the motivation of employees especially the expatriates and have created job satisfaction. 2.1.2. Expectancy Theory Another motivation theory is expectancy theory. Expectancy theory highlights the idea that people believe in the interrelationship between efforts put forth in doing a task, the performance achieved as a result of the efforts and rewards received from the efforts and good performance (Chen et al. 5). This means that people can only be motivated if they have confidence in the fact that their efforts will yield good performance and their good performance will yield anticipated rewards. This theory yields an equation that derives an analysis that is important for companies in making motivational decisions. The formula of the equation is; motivation= Valence * Expectancy * Instrumentality. An individual is motivated to an extent that there is a belief that effort will yield good performance (expectancy), good performance will yield anticipated reward (instrumentality) and due to good performance, the value of the reward is very positive (valence). 2.2. UAE Culture Effects on Expatriates Due to globalization, the ability that managers need to have is management of cultural diversity. Hofstede has offered five cultural dimensions that explain the culture differences between different countries. The five dimensions include power distance, uncertainty avoidance, long-term verses short term orientation, masculinity versus femininity and individualism versus collectivism (Powell and Greet 13). Power distance expresses the appreciation of unequal distribution of power. UAE is a high power distance culture. This means that people respect hierarchy and respect elders. In the workplace setting, employees are expected to respect the managers and managers make decisions that employees follow without questions. Individualists are considered independent and autonomous. Managers in this culture are goal oriented while collectivist cultures value family relations, and loyalty (Powell and Greet 13). UAE is a collectivist society which value family and close relationships. In addition, UAE is considered a masculine culture. This means that people are committed to leading and are decisive and assertive. Managers in the country emphasize on competition and performance. When expatriates relocate to UAE from other countries, they are faced with cultural challenges. It will be very difficult for them to get accustomed to the employees’ behaviors in the workplace. One company that has faced difficulty operating in UAE is Google. Google is considered a massive internet enterprise that has succeeded in the west. However, the company has been faced with difficulty in foreign markets. For instance, the company has struggled in UAE and has been faced with issues regarding censorship. One reason for their struggles is cultural differences. The behavior and preferences of employees and customers in UAE are different from the behaviors of the western society. This has made it difficult for the company to satisfy the needs of the UAE market. In addition, expatriates in the company are faced with cultural differences and misunderstandings. Cultural differences rely on factors such as values, attitudes and behavior (Aycan 443). According to (Herbolzheimer 99), there are two types of managers; those who trust their employees and those who do not. Due to cultural challenges, many expatriates do not trust their employees. Lack of trust in the part of the expatriates will reflect on the employees and this will be a challenge. In order to avoid cultural challenges that may affect expatriates motivation and satisfaction, there is need for expatriate training (Forster 77). Expatriates are required to undergo training in order to blend well in a new culture. Cross cultural training is very important as it will ensure that expatriates understand other people’s culture and avoid passing judgment. This will contribute to their motivation. 3.0. Research Methodology 3.1. Methodology The research project will make use of both the primary and secondary methods in conducting the study. The primary data will be focused on the bulk of the study at first hand. The primary data will be conducted using surveys and questionnaires given to expatriates in different companies. The questionnaires are able to offer ample time for expatriates to respond to matters at hand since the research subject which is motivation require extensive internal reflection. On the other hand, surveys include questions that are easy to understand and respond to. The secondary data will include information obtained from academic books and journals. In addition, it will include employment statistics related to motivation that will be acquired from industry publications in UAE. The questionnaires will have three different sections that will help in determining motivational factors of expatriates in UAE. 3.1.1. Section 1 This section is based on demographics. The research will include about 100 respondents who are UAE expatriates in which 70 per cent will be male and 30 per cent will be female. In addition, the study involved expatriates from four main industries; Oil and Gas, Aviation industry, Pharmaceuticals and Automotive. 3.1.2. Section 2 This section will be based on Herzberg’s motivation theory. The study will evaluate motivational as well as hygiene factors that influence performance of expatriates in UAE. The questionnaire will be divided into 5 motivational factors as well as 5 hygiene factors. The six motivational factors will include recognition, opportunity for advancement, responsibility, work itself and growth opportunities and the hygiene factors will include clarity of mission, salary and compensation, satisfaction with benefits, effective leadership and open communication. The respondents will be required to tick the motivational and hygiene factors that motivate them in their workplace. 3.1.3. Section 3 Section three is based on expectancy theory and will help establish the relationship between expectancy theory and expatriates motivation. According to the theory, different employees have different expectations and are motivated by different factors. This section will have open questions and will give an opportunity for respondents to give their own answers to factors that motivate them. 3.3. Methods The study will use distinct strategies in order to ensure data reliability through ensuring maximum cooperation with the expatriates taking part in the study. The research shall ensure that there is an inside link with the management in order for the respondents to answer the research questions candidly and in time. In addition, the respondents will be contacted beforehand in order to secure cooperation. Doing this will enable respondents to take the survey and questionnaire seriously. In order to save time and cost, the questionnaire and survey will be sent to the respondents via mail and the responses will be return through the same media. 3.4. Data Analysis Analysis will involve both qualitative and quantitative analysis. The data collected through secondary sources will be sorted out through reduction methods. Spreadsheets will be used to analyze and determine the percentages in relation to motivation factors and views of the respondents. The results will be reflected on pie charts and graphs and other academically acknowledged formats. 4.0. Works Cited Abdelkarim, Ariss. UAE labour market and problems of employment of nationals. Dubai: CLRIM, Tanmia, 2001. Print. Amabile, Kramer Dixon, Candell Bonabeau, Bingham, et al., Breakthrough Ideas for 2010. Harvard Business Review, 88(2): 2010, 41-57. Aycan, Zeynep. Expatriate adjustment as a multifaceted phenomenon: Individual and Organizational level Predictors. The International Journal of Human resource Management, 8(4): 2007, 434-456. Chen., Kirkman., Kim, & Farh, Charles. Expatriate Motivation and Effectiveness: The Roles of Cultural Distance and Subsidiary Support. Academy of Management Proceedings, August 2009, 1-6. Forster, Nick. Expatriates and the impact of cross cultural training. Human Resource Management Journal, 10(3): 2000, 63-78. Fredrick, Herzberg., Bernard, Mausner. & Barbara, Bloch. The Motivation at Work: Volume 1 of organization and business. Transaction Publishers: London, 2011 print. Herbolzheimer, Anna. Coaching expatriates : the practice and potential of expatriate coaching for European executives in China. Kassel Germany: Kassel University Press, 2009. Print. Lee, Jung, The Factors Influencing Expatriates. Journal of American Academy of Business, Cambridge, 6(2), 2005: 273-278. Maude, Barry. Managing Cross-Cultural Communication. Palgrave Macmillan, 2011. Print. Powell, Sarah. Geert Hofstede: Challenges of cultural diversity. Human Resource Management International Digest, 14(3),2006: 12-15. Read More