The paper 'Dubai Islamic Bank - Human Resources Approach " is a good example of a business case study. Dubai Islamic Bank (DIB) was formed in 1975 and is the first bank in the Middle East to include principles of Islamic in all its dealings. The banking is the largest banks in the United Arab Emirates, the bank operates a number of branches, the branches in UAE are as follows: Dubai, Abu Dhabi, Al Ain, Sharjah, and Ajman, Ras Al Khaimah, Umm Al, and Fujairah branch. Dubai Islamic Bank is also involved in international partnerships, having established the Dubai Islamic Bank (Pakistan) Ltd, which has more than 34 branches in 15 major cities in Pakistan.
In addition, the bank also has branches in Jordan, Turkey and Iran. The bank shares have been listed in the Dubai Financial Market. In this context, the bank operation in Dubai has been an impressive one; the bank has remained true to its roots as a customer-centred Bank where understanding and personal service has formed the basis of its operations. The bank has incorporated Islamic culture, traditions and heritage and this is joined with a commitment to innovation, modernity and flexibility, and this has enabled the bank to provide its customers with comprehensive solutions to their financial needs. DIB Human Resources approach Dubai Islamic Bank uses HR approach to respond to their changing needs, the bank's rapid growth in a new market has forced it to keep up with the demands of increasing its workforce.
The bank operates in the competitive market has forced it HR to move away from activities that are liabilities to the Bank, and invest in activities that will improve the general performance of the bank.
The DIB HR has focused on the following in its operations: Recruitment The company has a policy of recruiting the most qualified personnel from both internal and external market to supplement the company workforce. The HR division has a well-defined recruitment procedure that ensures all potential candidates being interviewed have been treated fairly and with respect. In addition, the bank has a management trainee program across all its business functions and branches. Training and Development Dubai Islamic Bank has realized training and development for its workers is critical to its future success, therefore, HR division has a program of investing in its employee future.
As Dubai Islamic Bank, training is a partnership between the Bank and the employee, the bank a framework in which the employees can identify an appropriated training and development needs of the bank. Training and development have shown to be valuable to the banks' success and this has been the reason behind its success in the global market; the bank has able to train and retain its talented employees, and this has been a way of dismantling it a traditional structure that would limit the bank employee ability to be creative and innovative. Cross-culture management skilled In culture, competency is the ability of a manager or employees in the organization to respond respectfully and effectively to Arab cultures to an extent religion and being able to protect and preserves the dignity of that culture (Lowe.
In life it is amazing to see how different people in other cultures behave, many people tend to generalized that all people are the same, but they are not.
Therefore, it is important for a Bank to make decisions based on the culture that is found in the UAE or other Islamic countries such as Pakistan and Jordan. If the Bank can hire a manager who will understand and applied Arab culture properly; it will reduce the level of frustration, anxiety and concern for the organization. In Dubai Islamic Bank the following dimensions will be highlighted:
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