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Findings in the study explicitly show that for most firms in UAE, organizational development is a positive thing and that it is something that needs to be placed on top in the list of priorities. However, HR managers are very much aware that when executing organizational change programs and development initiatives, it is imperative to take into consideration the differences that are prevalent in the region and must keenly remember that it is likely that these will vary from those of the Western world or from the other cultures present within the organizational scenario.

A classic example would be the widespread after-work socializing which takes place in Arab society. It is usually during this time that members of an organization expand and reinforce personal relationships with each other (Ali 1996).

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Another positive side gleaned from the interviews with managers and executives showed that they were conscious of the challenges facing their organizations as society becomes more and more assimilated in the global milieu that places new and usually complex pressures on organizations to be additionally “knowledge-intensive, radically decentralized, participative, adaptive, flexible, efficient, and responsive to rapid change” (Stohl and Cheney 2001, p. 350).

Maintaining and refining exceedingly capable and encouraged individuals can become a top priority as the nation opens up to global firms and networks that are searching for exactly the same individuals. Further, organizational development and change specialists must also be cautious in employing survey investigations as an authoritative or the ultimate scheme of testing the organizational environment. This is because most survey outcomes demonstrate a propensity towards impracticality rather than genuine and existent attitudes.

Therefore, there is that imperative need for the practitioners to make out and classify those who are receptive to change and who are the change agents in order to achieve success when implementing an OD intervention. It has been stressed that organizational culture, career development and remuneration have an important correlation with organizational engagement that eventually leads to organizational development.

Basically, private sector organizations offer higher training and development to its employees; this sector is unswerving in their objective of giving their employees’ training and development to help them acquire supplementary qualification for them to better shape up their career in comparison to the public sector organizations. However, this finding is inconsistent with Abdelkarim and Ibrahim (2001) who stated that private sectors are dead set against training UAE national workers, because UAE nationals have the tendency to abandon the company that has incurred their training cost.

Hence, managers of the HR departments will have to see to it that in order to make Emiratisation process effective, UAE locals must be motivated and persuaded to grow with the private sector organizations after they have received the training from it. In like manner, public sector organisations, will need to concentrate more on giving out training and development activities to UAE national employees in order for them to obtain the necessary knowledge and skills.

Besides, this will improve employees’ engagement to the organization, a decisive factor that influences employee satisfaction (Dodd- McCue and Wright 1996) which will in due course make Emiratisation a success. Another factor which shows how organizational development is given priority and importance is the way career development is being highlighted by most UAE companies. As per findings, the public and private sector organizations differ in their career development programs. And still another significant factor is that of organizational culture.

Findings imply that organizational culture assist UAE nationals in carrying out their duties better in the workforce. Employees in the private sector organisations are a lot more satisfied with their organizational climate. The respondent employees indicated that their manager takes every effort of properly communicating with them and conflicts are decided upon to the liking of those concerned; likewise, these employees are continually updated with pertinent organizational information; they are contented with the manner in which the organization’s policies have been implemented; and lastly, they have excellent physical working conditions.

In contrast, for the other set of employees, were less satisfied with their organizational culture. Most of these workers believe that their organization must share with them the good news as well as the bad news for them to feel that they really are a part of the firm. It was then suggested by the managers that full understanding of the beliefs and the expectations of UAE nationals is a key to bridge the gap in the Emiratisation process.

In essence, organizational culture must not only remain robust, it should also possess a distinctive quality that cannot be replicated (Ogbonna and Harris 2000). In addition to career development and organizational culture, remuneration is another significant component leading to organisational engagement and development. Clearly, remuneration is a key to extracting and underpinning behaviour that prop up organization strategy that in turn has a significant positive or negative consequence on employees’ performance (Balkin and Comez-mejia 1990).

For that reason, both sectors will need to pay attention to the salary packages for those UAE national employees that are proportionate to their education, expertise and proficiency. This corresponding pay packages will unquestionably make the UAE nationals more satisfied working even without any distinction whether they belong to the public or private sector. A significant observation though which emerged from the study is the perceptible detachment between human resource development and the bigger process of organizational development and change.

Capacity-building and development have seemingly focused on the improvement of physical capabilities and the building up and upgrading of personal skills and practical aspects of the process; idealistically presuming that the expected and direct effects on performance will follow. There appeared to be no sufficient attention given to the possible mediating methods essential for making possible the utilization of produced capabilities.

They have been put in the shade by the confines of tapered skill-management development methods and structures that are usually detached from the broader enabling administrative setting within which reinforced capabilities and empowered individuals must manoeuvre. This latent unevenness between the level/degree of individual growth and organizational/institutional advancement (which also includes measures to boost participation and representation in decision making) corresponds to a solemn challenge for sustainable development and creating effective organizations.

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