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Salmi, and (Hannawi resources human in investment inadequate and base knowledge weak imbalance, skill-mix problem, retention and rate turnover high personnel, national the especially shortage, physicians/nurses by challenged is system health UAE the that are findings The 2015). Fichtel, and (Huebner strategies. new discovering in role important an play employees the of flexibility Cognitive 2018). al., et (EscrigTena performance innovation the of precursor a as act employees of behavior Proactive 2017). al., et Greer 2017, Meyer-Doyle, and (Chatain capital human the strengthen to stakeholders to knowledge diffuse should authorities concerned the strategy, implementation Innovation With 2015). al., et (Kim workforce efficient employing and building by capability innovation its enhance and performance the improve can organization An challenges. new the foster can which capital, human skilled demands innovation healthcare the of implementation The (www.gulfnews.com). system health UAE the in introduced being are technology Nano and intelligence artificial Automation, Innovation. health of cusp and divergence the at is UAE of healthcare The (www.mof.gov.ae).  society of protection and innovation Healthcare to granted was ) percent (8.6 billion 4.2 AED which of out Innovation, the for allocated was billion 48.7 AED of budget a 2017, year fiscal the In risks. related health and epidemics with deal to readiness system's healthcare the enhancing by objective this achieve to is mandate The system. care health world-class a building at aiming agenda, the set has UAE of government the 2021, Vision of scope the In nations. innovative ten top the among be to aiming is government The (www.globalinnovationindex.org). position 38th to dropped has ranking the 2018 year in but countries, 127 among 35th ranked was UAE 2017, (GII) index innovation global to According UAE the in Innovation and Capital Human 6: THEME   indices. on based study thematic a providing by researchers existing to contributes study this Therefore, Index. Roper Anholt-Gfk from rankings determinants' main analysing after branding nation of elements main as classified been has brandings cultural and political tourism, Products, ranking. nations' enhance to on focus to elements main and topic, the of basics the understand to order in e branding nation the develop to guide can research this from Findings practices. global from follow to recommendations and branding nation into insights provide to aims and UAE the to applied design research qualitative exploratory a uses study This Branding. 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(www.arabianbusiness.com, billion $50 worth is and 2030 by widen will gap labor The worker. skilled highly of shortage a face to expected is UAE years, coming In labor. skilled expatriate on heavily depends UAE Thus, 2018). (UAEVision2021, only 7.19% was sectors all across nationals, and expatriates both workforce, total the of out nationals UAE employed of share the report, 2018 to According 2019). Hackett, & (Ababneh nationalities 100 than more of compound a workers, expatriate of up made workforce labor UAE the of 80% than more that estimated is It origins. and ethnicities, cultures, races, many reflecting destination, work multicultural a is UAE 2017).  Finance, (Brand exists still Branding, Nation Valuable Most 10 Top the among ranked be to order in branding, nation its strengthen to practices best global the investigate to need the yet region, middle-eastern the in success some achieved has and nation the of branding do to initiatives taken has UAE Although, 2018). Nicolescu, & (Zeineddine alike workforce talented and investors tourists, attract to ability country's the enhance can branding nation for strategy progressive well-planned A 2017). Andrei, 2017, Zeineddine, 2010, Fan, 2008, Dinnie, 2007, (Anholt, image an and brand a has nation each that and myth a not is branding' 'nation that fact the on agree researchers many branding, nation of existence the around debate the Despite outcomes. positive and factual has branding Nation UAE the in Branding Nation and Employer 5: THEME branding.  employee and responsibility social and advantage competitive need, business a as neurodiversity embrace Firms . businesses to asset real a be can many workplace, and process HR the to adjustments reasonable and colleagues, and employer their from understanding with but, work, can people Neurodiverse all Not talent. neuro-diverse hiring of advantages many are there and skills, extraordinary have They . professionals neurodiverse the including individuals of welfare the to integral is employment that illustrate findings  Our determination. of people employ to desire which bodies private and local governmental, federal and employment, seeking are who determination of people both, to services hiring and employment offers MOCD,  under Department, Recruitment and Rehabilitation -Vocational (Disabled) Center Determination of People for Rehabilitation and Care The services, support and community other to addition In (www.abudhabi.ae). guaranteed" was rehabilitation, and health training, education, in care comprehensive and life decent a to right their and removed, were them for opportunities equal to barriers "all that states determination of people of rights the protect to law first UAE's the as Nahyan Al Zayed bin Khalifa Sheikh President Highness His by approved was (29) No. Law Federal the Under 2006, In Hamum). Al Ashaab arabic: (in Determination' of 'People as known are disabilities with people UAE, In research. future and research proposed the of limitations and recommendations outcome, expected the with concludes chapter The findings. research the portray to basis sound a form to theory capital Human and framework, ASA model, AMO view, Knowledge-based view, resource-based like frameworks theoretical resource Human analysing by Followed relevant. and accurate are findings research the ensure to and field the in experts the of views the understand to conducted was review literature thorough A UAE. the of workforce the into professionals neurodiverse integrating of challenges and benefits, strategies, management talent the analyse to is chapter this of purpose The individuals. of traits behavioral and function brain in variation normal the to refers Neurodiversity organizations. in productivity increase and creativity, innovation, foster may that variable neglected but significant a as championed been has  Neurodiversity Qureshi Wardah and Chako Mary management Rajani talent through UAE the in professional neuro-diverse for strategies inclusion workplace the into investigation An 8:    Chapter 2017).  , Alaam Hessian, (Alabbady, (0.68%) births 146 in 1 affects to UAE,estimated in autism in rise steady a been has there that 2017 in reported center autism Dubai The (www.cdc.org). Prevention and Control Disease for Centers the to according girls, among 189 in 1 and boys among 42 in 1 now is States United the in autism of incidence The (www.mocd.gov.ae). institutions private and local governmental, federal in determination of people the to opportunities employment providing in part take actively MOCD, under Center, Determination of People for Rehabilitation and Care The (www.dm.gov.ae). language sign in communicate even can who people willing for jobs find to eager is Municipality Dubai (www.abudhabi.ae). guaranteed" was rehabilitation, and health training, education, in care comprehensive and life decent a to right their and removed, were them for opportunities equal to barriers "all that, states determination, of people of rights the protect to law first UAE's the as Nahyan Al Zayed bin Khalifa Sheikh President Highness His by approved was (29) No. Law Federal the Under 2006, In Hamum). Al (Ashaab Determination' of 'People as known are disabilities with People the UAE, In 2018). (CIPD, individuals of traits behavioral and function brain in variation normal the to refers Neurodiversity 2017). Pisano, & (Austin organizations in productivity increase and creativity, innovation, foster may that variable neglected but significant a as advocated been has Neurodiversity decade, last the In UAE the in Diversity and Inclusivity 4: THEME post-merger.  experienced outcomes behavioral and cognition emotions, psychological negative employees` reduce to recommendations offer also we Moreover, models. three designing by post-merger faced issues the wehighlight and (FGB) Bank Gulf First and (NBAD) AbuDhabi of Bank National banks, two largest UAEs` the of merger the on draws papers The productivity. work their and culture organizations' the to attachment their and merger the after psychology employees` on analysis our focus we specifically, More literature. existing the with findings the relates and industry banking UAE's the in acquisitions and mergers of context the in changes radical of effects the consideration into takes chapter this Thus, researched. less been have cognition and emotions as such traits, human psychological various on impacts associated its and change managing literatureHowever,  strategy and management the in topic important a been has environment business external dynamic ever an of face the in changes organisational  Managing AL-Naeemy  Younus Muhanad UAE Tijan the in industry banking the from study case A employees: on acquisitions and merger of Consequences 7: initiative.   Chapter change aspired the of failure or success the determining on influence its and culture organizational of role the between link the explain will and employees on post-merger restructuring organizational of influence the and perception psychological employees' culture, organizational elements: distinctive three analyze and present would book the of theme This acquisitions. and mergers to due occurs restructuring organizational that argues 2017 al., et Senior 2015). Anthony, & Ndaba and, 2014 al. et Lawrence, 2014, al. et Islam 2013, Steffgen, & (Bönigk M&A of failure the to contributes clash cultural and incompatibility cultural practices, management and leadership poor and trust shared of lack employees, among interest of conflict as such factors other that argued have authors many hand, other the On process. the in culture of factor important the neglecting while benefits potential the on focus much too put organizations because fail initiatives merger (2017) al. et Senior and, (2017) Dorling & Dorling (2010), Garman & Erwin to According 2010). Simons, & Siegel 2011, (Ager, case Daimler-Chrysler of merger the from evidence proven on reflected as performance, deteriorating the for another one blame to begin firms consolidated the Thus, performance. employees' in downfall consistent to lead organizations merged between differences cultural merger, after that agrees (2017) al. et Al-Ali and (2004) Crawford & Lok Similarly, process. integration the during arises that conflict cultural to attributed is failure this that urges and fail M&A most data, statistical to according that argues (2014) Ismail and Bebenroth 2017). (Yousef, market the in sectors different from organizations to occurring change of cases explored it as context, western the from originated mainly (M&A) acquisitions and merger of concept The 2017). (NBAD, (FGB) Bank Gulf First and (NBAD) Dhabi Abu of Bank National of merger the and 2013) (Salim (NBD) Dubai of Bank National and (EBI) International Bank Emirates between merger the International, and Company Development Mubadala (Ipic), Company Investment Petroleum of merger billion US$135 the (ADNATCO), Company Tanker National Dhabi Abu the and (ESNAAD) Company Services Petroleum (IRSHAD), Company Operating Ports Petroleum Dhabi Abu firms three of consolidation the (ADMA-OPCO), Co. Operating Marine Dhabi Abu and (ZADCO) Co. Development Zakum companies, oil big two of merger the to) limited not are (but include examples these of Some acquisition. and merger of context the in change organizational witnessing been have UAE the in operating organizations Many UAE the in Employees of Integration and Restructuring 3: THEME   employees. executive their of level motivation the enhance to organisations for order in system reward monetary non- and monetary of mixture appropriate a having include which recommendations, several offer we findings, our of basis the On firms. estate real in working employees level executive of motivation the with relationship positive a have also rewards non-monetary Moreover, employees. executive the of level motivation the with relationship positive a have rewards monetary that show results regression Our  scale. Likert 5-point a of basis the on analysed are responses measurable The firms. estate real in working are who employees level Executive 250 of sample a from conducted is survey The employees. of opinions the gather to used been has that questionnaire survey a using design research quantitative a of basis the on conducted is research The UAE. the in industry estate real the in management executive among motivation employee's on system reward total a of impact the review to is chapter this of aim  The Mojahed Al industry Noor estate real UAE the of analysis An management? executive among motivation employee influence system reward total a does How 6: (www.fahr.gov.ae). Chapter general" in economy national the and employees, and employers of benefit the to productivity increase to is goal Our environment. business fair and productive a for foundation strong a providing and supporting in practices global best the following in pioneer regional a is UAE world. the and UAE the in stakeholders all for topic vital a is It UAE. the in employees of rights the and Benefits Employee for environment work the improve to wish "We said: Resources Human Government for Authority Federal the of General Director Awar, Al Mannan Abdul Abdulrahman Dr. H.E. Dubai. at Feb,2019 26th on held be "to Exhibition & Conference Benefits Service of End and Incentives Workers First The conference," unique a announced (FAHR) Resources Human Government for Authority Federal the 2019, January system.In incentive current the of mechanism the on information of lack the expressed employees the of most that revealed research the addition, In performance. outstanding for reward a receive rarely they because improvement further needs UAE of Act Incentive the in system reward the that believe employees the However, fair. is government the of system incentive that believes but system bonus current the with satisfied not are UAE of organizations public of employees the (2018), Ismail & Fadillah by analysis empirical of results the to According 2017). al, et (Younies sector private the in especially nationals, Emirati the outweighs force work expatriate The population. expatriate and local both for incentives and rewards managing of challenge the poses and workforce diverse has UAE 1968). (Herzberg, time of period longer for motivation increase can advancement' career or opportunity growth and responsibility recognition, 'achievement, like factors intrinsic the whereas, motivation, temporary in result can rewards increasing Herzberg, to According 2019). Karatepe, & Karadas ,2018, Lu & Pang 2017, Hoole, & Victor, ,2016, al et Gabriel 2013, Abdullah, & Tat Arokiasamy, 2012, Rasheed, & Rasheed, (Jehanzeb, satisfaction job with relationship positive a have motivation and rewards the that proved have researches current and Pervious organization. an of asset the are employees happy and Motivated UAE the in Incentives Employee 2: THEME     developed. was productivity studying for employable is that model a result a As them. between interlinkages established and variables these analyzed and productivity impact that variables other of set is identified study the hours, working the to addition In literature. the with congruent be to results the found and (input) hours working weekly and (output) has ratio productivity sector service the to relates data The economies. developing and developed countries different four from data compare we sector, service the in jobs lower-end literature existing the to relation in findings our examine To hours. of number specific a beyond dropped are hours weekly if positive be to found was correlation this However, organizational. and motivational psychological, areas: main three in benefits  yields periods rest and break adequate with combination in hours working in reduction a that finds study This productivity. in increase an to leads hours working in reduction a that is view held commonly The jobs. sector service lower-skilled in labour-force large a with UAE the as such countries, emerging for evidence limited have we area, this in research extensive Despite general. in company the and individual an on effects negative and positive both cause to known factor a hours, working of length the been has factors these of One factors. different by affected are performance company the and employees individual of productivity the how understand to tried have researchers years, the Over Karim Yasmine sector service UAE the in productivity employee on impact its and hours working Long 5: specified. Chapter been have research future for directions certain which for faced, limitations some are there research, the of nature the to owing Nevertheless, turnover. reduce and empowerment, enhance industries, respective their in culture work supportive a create them help to management the for recommended are strategies certain findings, the on Based research. the in used theory the to correspond also findings The turnover. and engagement both affect to seems also in, employed are they which in industry, of type The firm. the with tenure job longer have to tend employees engaged result, a As employees. by displayed engagement of level the on impact an have can culture workplace Furthermore, firm. a for turnover employee of level the affects indeed, engagement, employee that show findings Our analysis. thematic and content - techniques two through analyzed been have comments The 2018. 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development policy future for consideration should professionals HR that recommendations several offer We industry. hospitality UAE the in rate retention employee limit to as so approaches HR reasonable within addressed be can factors These life. and work between balance the finally and workers the to benefits wage poor by followed motivation employee of state low the are These industry. hospital UAE the in turnover employee higher of cause major the as factors main three a reveals  analysis Our businesses. their of activity core the on focus to ability organization's the limites which consuming time are aspects These left. have that employees the replace to as so process recruitment rigorous the through going organization more and more seen has result The increase.  the on been have levels turnover the while time and cost on heavily impact approaches services and methodology organization to specific is that training The levels. turnover high by affected still are but systems of 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hospitality UAE the in practices resource human in trends on data rich provided these as used were reports analyst industry hotel addition, In Carlton. Ritz and Accor namely, UAE in operate which chains hotel international two for primarily collected was Data sources. online from collected data secondary on based is design research qualitative The sector. hospitality UAE the in evident is this extent what to clear from far is it relationship, this for evidence shows literature previous the Although, hotel. the for advantage competitive consequently and service customer good providing in motivation and ability improved to lead will employees their of training cultural through industry hospitality the in competencies cultural cross developing extent what investigateto to aims chapter This industries. other to compared manage to workforce diverse culturally very a also but serve to base customer diverse culturally a has only not industry hospitality The most. the out stands industry hospitality the which of industries, many in diversity cultural increased to led has  Globalisation Varlani industry Latika hospitality UAE the in performance employee on training cross-cultural of impact The 1:      Chapter employees. the of outcomes improved to leads and success career the with correlates happiness workplace that proved (2018) Lyubomirsky & Boehm Walsh, of research based evidence The (https://www.happy.ae/home). world the of countries happiest five top among be to aiming is government UAE ambitious the 2021, year By happiness. individual of levels the analyze and measure to Index', 'Happiness indicator, composite uses government the and agenda national UAE the of part the is wellbeing and Happiness 2017). Cooper, and Prajogo 2016, Paolo, Di 2015, al, et. (Amhalhal services of volume and quality the in reflected directly is workplace at engagement and happiness employee's the that fact critical the of informed well is UAE of Government The (http://worldhappiness.report/ed/2018/). countries 156 among 20th was ranking Global year. consecutive fourth the for maintained ranking a world, Arab the in country happiest top the is UAE the that declared 2018 Report Happiness World UN (https://government.ae/en/about-the-uae/the-uae-government/government-of-future/happiness). sector. private and entities government local offices, government federal at environment work productive and happy create to is ministry this of purpose The Wellbeing. and Happiness for State of Minster appointed the is Roumi Al Khalfan bint Ohood Excellency Her established. was Happiness for State of Minister of post the 2016, in that fact the from evident is capital human happy building for Government UAE the of keenness and enthusiasm The UAE the in Capital Human and Happiness 1: THEME Beim Kauf lassen sich Sonderwünsche mit einbinden online wie offline – relevant die Zahlungen Ihrer Kunden zu verarbeiten Ein eCommerce Vertrag ist ein Vertrag einen Überblick über die Begriffe des eCommerce zu geben

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EAN: 9783030422103
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