The paper "Attraction and Retention of Stem Students in the UAE" is an outstanding example of a business research proposal. Globalisation has accelerated the networking of economies, increased competition, technological development, and search for a talented workforce in the modern-day business environment. As a result, globalisation has necessitated the need for organisations to increase their competitiveness in the global marketplace. The process has increasingly become tied to the quality of the workforce an organisation attracts and retains since organisations depend on the talents of their employees to gain competitiveness. In today’ s economic environment, attracting and retaining talented employees has become an extremely significant strategy for human resource management (Forstenlechner, 2010).
Still, the attraction and retention of talented employees is a constant challenge for businesses. In the United Arabs Emirates, there is a wealth of research literature attesting to the fact that attraction and retention of the local talented workforce (especially STEM students) is grave concern managers have to contend with due to scarcity of local expertise, lack of motivation from the local workforce, and high competition from expatriates (Randeree & Chaudhry, 2012).
This research will therefore provide new empirical data, specifically with reference to attraction and retention of STEM students in the UAE. Study background UAE is a significant economic focal point in the Middle East. Over the past decade, UAE has rapidly transformed into a dynamic global economy because of the influx of foreign workforce, expertise, talents, culture and practices. The main impact of increased globalisation in UAE is the rise in migration of international labour, increase rates of employee turnover, low retention rates, and clashes in organisational culture (Shore et al, 2009). High dependence on the foreign workforce, especially technology experts, has also been among the unintended implications of the dynamic social and economic transformation in the UAE (Forstenlechner, 2010).
Therefore, integrating UAE nationals with technological expertise into the workforce remains an underlying problem for the Government and the people of the UAE (Randeree & Chaudhry, 2012).
Al Awad, M. (2010). The Cost of Foreign Labor in the United Arab Emirates. Dubai: Institute for Social & Economic Research
Forstenlechner, I. (2010). Workforce localization in emerging Gulf economies: the need to fine-tune HRM. Personnel Review 39(1), 135-152
Randeree, K. & Chaudhry, A. (2012). Leadership – style, satisfaction and commitment: An exploration in the United Arab Emirates’ construction sector. Engineering, Construction and Architectural Management 19(1), 61-85
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Shore, L., Chung-Herrera, B., Dean, M., Holcombie, E., Jung, D., Randel, A. & Singh, G. (2009). Diversity in organizations: Where are we now and where are we going? Human Resource Management Review 19, 117–133