Human Resources Development in Qatar Petroleum - Research Proposal Example

Human Resources Development in Qatar Petroleum Jawaher M. F. Al-Esaimi Number: 20090107 Supervisor: Dema Yaish Shawwa Stenden University Qatar Doha Qatar 21st March, 2013 Proposal submitted in partial fulfilled of the requirement of Bachelor of International Business Management StudiesHuman Resources Development in Qatar Table of Contents Abstract ..................................................................................................................................... 3 Chapter One: Introduction......................................................................................................... 4 Background ........................................................................................................................... 4 Problem Statement................................................................................................................. 6 Objectives or Purpose............................................................................................................ 6 Research Questions ............................................................................................................... 7 Chapter Two: Literature Review............................................................................................... 8 Introduction ….…………………………………………………………………………….8 Definition of career Development......................................................................................... 8 Conceptual Framework ......................................................................................................... 9 Theoretical Framework ......................................................................................................... 11 Chapter three: Methodology.................................................................................................... 14 Data Collection.................................................................................................................... 14 Survey.................................................................................................................................. 15 Chapter Four: Schedule update (Gantt chart).......................................................................... 16 List of references.....................................................................................................................19 Abstract Human resources development (HRD) in any organization is considered an important department by all employees and management, because it addresses their needs of higher education, development and higher position. As the name indicates, the prime responsibility of HRD department in any organization is to take measures that would provide the employees with opportunities of growth. Employees in the contemporary age are aware of the deficiencies that exist in their career. On one hand, they are always curious about what development opportunities their organization can offer them. On the other hand, there are some difficulties that are commonly experienced by all employees and they have difficulties in dealing with such issues. Such difficulties include but are not limited to limited funds of the organization, unequal distribution of resources at all levels in the organizational structure, and the criteria of eligibility established by the organization to consider providing the employees with opportunities of development. The target of this report is to offer a clear and practicable technique on managing career development in the organizational context of Qatar Petroleum (QP). QP has developed a Strategic Qatarization Plan where employees within the organization can be trained and developed so that they are equipped with the skills needed to achieve the goals of the business and address the needs of competencies and capabilities in Qatar labor market. It will be a quantitative research in which data will be collected from the employees of QP through questionnaires consisting of both open and closed questions. Closed questions would be used to collect the demographics of the survey respondents whereas open-ended questions will be asked to explore their views about effective ways to manage career development (Qatar Petroleum, 2013). Chapter One: Introduction Background Qatar Petroleum (QP) is a well-known organization in Oil and Gas industry. QP is focusing on achieving their objectives; such as long-term strategic targets such as developing their employees in order for them to achieve higher positions and improve their performance in work. To achieve this, QP offers good opportunities for employment and development to all employees in general and the Qatari employees in particular because they have been highly recommended by H. H. Sheikh Hamad Bin Khalifa Al-Thani who is the Emir of the state of Qatar and upon the recommendation the Minister of Energy and Industry (Qatar Petroleum, 2013). The idea started when the numbers of Qatari employees serving at different levels in QP started to realize that there is a gap between HRD department and employees who are looking for a chance to reach a higher position in their origination. Employees were concerned why they were not able to serve in higher positions and did not know what to do to remove the obstacles in their way. HRD is the department that can guide the employees in this respect and provide them with opportunities of development in their career. The HRD department lays out a clear explanation of the whole plan and guides the employees with the required course of action in case there is any doubt, and ensures that the process is officially published to secure employees trust and protect their rights. The HRD department obtains employees’ satisfaction, qualifies them by inculcating new skills in them for successful achievement of their individualistic and collective objectives in the organization. This research will determine the obstacles in the way of development of the employees in QP. This research will sort out ways in which the HRD department of QP can provide opportunities to the staff and develop them for their target career in the field of work, as well as provide them with thoughtful solutions and recommendations to avoid risks. This takes the employees and the employers on one platform where they can jointly work to achieve the organizational objectives and goals. There will five different chapters starting with the introduction, literature review, methodology, schedule update, and references. All parts will be explained in depth in the following sections. A Strategic Qatarization Plan has been directed and recommended in QP to target a 50 per cent national workforce in the industry. In addition, the strategy of this plan has been based on performance rather than time, so that the plan’s target is achieved by providing the employees with support, training and development opportunities. (Qatar Petroleum, 2013). The reason for choosing HRD as a research topic is that I have been one of the employees of QP. I had applied for a scholarship in the year 2004 to get a bachelor degree in Business Management in Qatar that would lead to a higher position. However, this target could not be achieved because of certain unavoidable circumstances and missing documents. A lot of time went by until the requirement was finally was met in the year 2008 when I found my desired position in a reputable university. Stakeholders who will be interested in this research will be Qatari employees in different categories such as students who have just finished the high school and are looking for sponsors to pursue the higher studies, Qatari trainees who joined QP and are under its training program, prospective employees who have a confirmed position in QP, staff members who have got the chance to have the bachelor degree but have not yet graduated, graduates that are looking for promotions, Human Resources supervisors and management who are seeking employees satisfaction and pursuing developmental goals. Problem Statement “How can QP achieve its objective of developing its Qatari employees’ skills required for serving in higher positions?” Objectives or Purpose “Modern workers are no longer as interested in the path to leadership as they once were, with more and more talented employees turning down what used to be the ultimate career goal” (Maidens, 2012). Therefore, the first objective of this research is to study ways in which employees can be motivated to pursue opportunities of development at QP. Another objective of the research is to find out a unique way that can work as a guideline for newly employed employees as well as trainees that are entitled for higher post in QP. This will develop a two-way approach wherein on one side, employees would be motivated to seek opportunities of development and on the other side, there would be a detailed plan and comprehensive information to help them avail those opportunities. The purpose of choosing HRD is that it is the most important department that guides the employees and make all arrangements that help in the development of employees and improves their process of promotion. This research will make the whole process of development at QP clear to the audience so that the concerned individuals start working toward achieving the milestones in the way of being qualified and eligible for development and promotion at QP. Research Questions The following questions are straightly linked to the problem statement which will be a helpful method in the research process, the questions will be answered and recommendation will be provided on the basis of the perceptions of the survey respondents: 1. What are the criteria for eligibility of skills’ development for the staff members at QP? 2. What is the minimum qualification and experience that Qatari employees/trainees need in order to begin their development plan towards senior staff position? 3. What are the requirements for Employee Level Staff (ELS) to apply for scholarships? 4. What help and services does HRD at QP provide to the employees/trainees? 5. What expectations of QP are employees required to meet while they are on scholarship? 6. What benefits do the employees at QP get during scholarship? 7. What options of career development are available to the employees at QP in addition to furthering their academic career? 8. What are the expectations of QP from its experienced employees? 9. What problems can the employees of QP face before and after the scholarship? 10. How do employees choose their major? 11. What are the deficiencies of the Strategic Qatarization Plan at QP? 12. How can these deficiencies be overcome? 13. How can QP motivate its employees to enhance their performance? Chapter Two: Literature Review Introduction This chapter explains the definition of development and covers the useful theories that will be used to support research questions and give more information. The following will be orderly covered in this chapter: Definition of Career Development Conceptual Framework Theoretical Framework Definition of career Development “Career planning and development is not a one-short training programme. It has longer time frame and wider focus. or career-planning workshop. It is an ongoing organized and formalized effort that recognizes people as a vital organization resource” (Randhawa, 2007, p. 152). Development is an ongoing process that becomes a method for employee to improve skills and ability to perform and perform the work efficiently. It needs more effort, training and patience in order to get the aim. Improving the skills of the employees is similar to increasing the capital for the organization because improved skills means improved productivity (Ramlall, 2004, p. 53). There are several considerations before starting a plan for development such as age, education level, qualification, target positions, department approval and many more. After collecting all requirements and establishing an agreement, the second step is to start making a development plan that will be followed until the successful completion of the plan. “There are two main reasons for paying attention to the career development issues of employed people: one is for people and businesses to realise their full potential, and the other is to enable people and businesses to manage change in the structure of employment opportunities” (Cedefop, 2008, p. 11). The employees are considered as the most important source for any private or public organization, so the main objective for any organization is to take care of all needs and requirements that can improve their performance such as training and development. (Management Study Guide, 2013). Conceptual Framework In order to pursue career development, it is imperative that all expectations and criteria of eligibility in four fundamental areas, namely qualifications, knowledge, capabilities, and objectives are clearly stated by the organization, and are met by the employees interested in availing the career development opportunities granted by the organization. Figure 2.1 The matrix given in Fig. 2.1 illustrates the four keys to implementing a career development plan. The following are further details and the relationship between the matrix keys, career development and the research questions: Qualifications In order for any organization to develop an employee for a higher position, there should be certain qualification that the employees should have, such as education certificate and English language level that help in development process. Some organizations require a governmental documentation like passport that allows the employees to travel and get the development abroad to ensure that the employees represent the country first and the organization is qualified to do so. Knowledge Testing the knowledge is part of preparing the employee to be enrolled in such responsibility under a program of development that would lead to more involvements. Employees need to be knowledgeable in order to take the responsibility of the task and address its needs. It is important to be familiar with the knowledge that employees need in order to be able to manage the business field. Capabilities Ability to manage difficulties and problems is substantial; the power will assist in the cases of risk. An example of capability in facing difficulties is having problem in culture shock in travelling abroad; the employees should measure and consider the ability of being in situation that might affect the development progress. Objectives All objectives should be set properly to avoid any conflicts that might occur later. The main goal must be to identify and adopt a straight-forward to target. The link between the four keys and the research questions is that once the keys are understood, the problem will be limited and the questions can be answered. In order to analyze the whole situation, after the questions and survey analysis, there will a link between the conceptual framework matrix keys and the data analysis in the final report. Theoretical Framework Maslows Theory Motivating the employees is the first and the foremost requirement of improving their skills and productivity in any organization. Employees cannot try to enhance their qualifications and skills to the level that they are deemed eligible for training opportunities by HRD unless they are motivated. Hence, the first target for QP remains to motivate the employees. Maslow proposed a hierarchy of needs theory in which he identified five basic needs namely, physiological needs, safety needs, love and belongingness needs, self-esteem needs, and the need to self-actualize. Maslow arranged these needs in the form of a pyramid so that the most fundamental need is placed at the base of the pyramid and successive needs are placed one upon another (Koontz and Weihrich, 2006, p. 290) as shown in Fig. 2.2. Maslow asserted that an individual cannot feel a higher level need unless all lower level needs have been satisfied. This implies that the management of QP must address employees’ physiological needs, safety needs, love and belongingness needs, and self-esteem needs in order to motivate them to the point where they feel the need to enhance their skills. Motivating the employees is one of the most important responsibilities of HRD in any organization. Figure 2.2: Maslow Hierarchy of Needs (Radick, 2011). As per Maslows theory, once the need has been understood it easy to be implemented. People are strongly willing to perform well as much as seek for higher level needs rather than lower level needs. Motivation, encouragements and appreciation can improve the quality and quantity of work in positive way, it can help people perform better to achieve more in order to feel satisfied. There are a number of ways in which the management can motivate the employees (Petroni and Colacino, 2008, p. 22). These ways include but are not limited to providing the employees with greater salaries, accommodation, and leave. It is important to note that different employees require the management to use different methods to motivate them since all employees vary in their likes and dislikes as well as needs. It is the responsibility of the HRD to understand the needs and preferences of all employees individually and grant them the benefits that would really motivate them to work harder. Conclusion The researched theories explain the link between motivation of employees and their development needed to bring improvement in their work performance in any organization such as QP that has been focusing on Qatarization plan for several years. Chapter three: Methodology The Methodology chapter generally depends on comprehensive data that can help in analyzing the input and finding the output solution to achieve the research objective together with the collective data. The research study depends on both primary and secondary data that will substantiate the gap between employees and their target development. Data Collection The research study data collection will depend on both primary and secondary data. Primary data: The Data is planned to be collected through a survey known as quantitative research. As per Kalton (1983, p. 5), most surveys conducted are to develop, test and refine research. It is used in organizations, education health and travel patterns. The survey will consist of 10 (open and closed) questions relevant to the target segment situation and the researchs problem statement, the questions will assist in analyzing the problem and help in finding effective solution. The questions will be directed to number of Qatar Petroleum employees, Qatari Nationals, some of which include trainees who recently joined, developees who are not yet confirmed in the position but are under development program, employees, staff under academic studies and graduates, who are facing difficulties in achieving higher position, whether by development or by promotion. The sample size would be determined using the total number of Qatari employees in QP as the population. The employees in earlier mentioned categories are expected to answer the survey questions. The distributing method will be through electronic email sent to the targeted employees with a deadline of two working days; the filled survey can be sent by email and hard copy will be collected. The factors that will be affecting the problem that facing difficulties in collecting honest income since some employees might feel that the information is confidential and some might think that will affect them in their career. The following are sample of the survey: Survey Human Resources Development in Qatar Petroleum This survey is issued to identify the magnitude of the problem faced by a large segment of Qatari employees in the field of development currently employed in Qatar Petroleum. Please answer the following:- 1. Age: Less than 20 years old From 20 – 29 years old From 30 – 35 years old More than 35 years old 2. Gender: Male Female 3. How long have you been working for Qatar Petroleum? Less than three years From 3 – 5 years From 6 – 10 years More than 10 years 4. At what stage do you classify yourself? Trainee Developee Employee Staff under academic study Graduate 5. Have you achieved all the Qatar Petroleum requirements for higher education/position? Yes No 6. What is still pending to finalize the requirement:- Position HRD approval Department approval Scholarship Committee approval University selection Transfer to target position 7. Are you satisfied with what you achieve? Yes No If not, please specify: _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ 8. Have you had any training before? Yes No If yes please list below: _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ 9. What do expect from Human Resources Development in order to achieve your goals? _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ 10. What do you recommend so as to avoid any delay in achieving a higher position in the future? _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ The results will be illustrated and thoroughly explained through charts and tables along with their analysis using MS Excel and SPSS program. Secondary Data: Several sources will be referred to in the report such as books, and websites. The organizations internal data and journals will be used to support and complete the information in the literature review and research methodology. References: Cedefop. (2008). Career Development at Work. Retrieved from http://www.cedefop.europa.eu/en/Files/5183_EN.PDF. Kalton, G. (1983). Introduction to Survey Sampling. SAGE Publications Ltd. Koontz, H., and Weihrich, H. (2006). Essentials of Management. Tata McGraw-Hill Education. Maidens, P. (2012, July 10). Motivating staff not interested in career development. Retrieved from http://www.dynamicbusiness.com.au/hr-and-staff/tricks-to-motivate-staff-not-interested-in-career-development-10072012.html. Management Study Guide. (2013). Career Development – Overview. Retrieved from http://www.managementstudyguide.com/career-development.htm. Petroni, A., and Colacino, P. (2008). Motivation strategies for knowledge workers: evidences and challenges. Journal of Technology Management & Innovation. 3(3), 21-32. Qatar Petroleum. (2013). Qatarization. Retrieved from http://www.qp.com.qa/en/Homepage/Careers/Qatarization.aspx. Ramlall, S. (2004). A Review of Employee Motivation Theories and their Implications for Employee Retention within Organizations. The Journal of American Academy of Business. pp. 52-63. Randhawa, G. (2007). Human Resource Management. New Delhi: Atlantic Publishers & Distributors. Radick, S. (2011, Feb. 15). The Hierarchy of Needs for Social Media Evangelists. Retrieved from http://steveradick.com/2011/02/15/the-hierarchy-of-needs-for-social-media-evangelists/. Read More