Human Resource Management, Arab World Edition Gary Dessler, Akram Al Ariss Chapter 2: Managing Diversity in the Arab Countries Lecturer: SAIFEDDIN ALIMAMY

After studying this chapter, you should be able to: Cite the main features of diversity in the context of work. Discuss the context of diversity in the Arab countries. Explain and illustrate the case of diversity in one Arab country: Lebanon. Avoid employment discrimination problems. Compare the context of the U.S.A. and cite specific discriminatory personnel management practices.

Chapter Overview This chapter provides an overview of diversity in the context of human resource management (HRM) in Arab countries. Examples are provided of discriminatory practices, together with suggestions for proactive programs. Diversity is a relatively new subject in the context of the Arab world, but diversity policies are slowly developing. While this remains a delicate issue, observing and understanding diversity will help in recognizing its importance in human resource management (HRM).

An Overview of Diversity Policies In the Context of Work The term ‘diversity’ is largely used in the U.S.A. and the U.K. Attributes of diversity can be both visible and invisible. Thus, education, professional experience, gender, and ethnicity include diverse visible and invisible attributes. In Arab countries, diversity connotes gender, immigration, and religious matters. In the U.S.A., Title VII of the 1964 Civil Rights Act represents legislation to combat discrimination based on ethnicity, and the Equal Employment Opportunity Commission (EEOC) administers the Civil Rights Law in employment. Lebanon exemplifies religious diversity and its regulation by the government among its diverse religious groups.

The Importance of Managing Diversity in HRM The equality approach is based on merit and equal treatment of diverse individuals. The business case approach extols diversity of employees as desirable to promote creativity and market viability. Thus, equality promoters uphold morality, and business case promoters value a diverse and creative workforce.

The Context of Diversity in Arab Countries In Qatar and Saudi Arabia, it is reported that Asian workers are discriminated against with less pay than Europeans and Americans. The role of Arab women continues to be limited to family, despite progress in work and in positions of power. In Saudi Arabia, women are prevented from traveling or driving without a male guardian. High-profile examples of powerful women in the U.A.E., Bahrain, and Saudi Arabia have been publicized. Four types of diversity can be witnessed in Arab countries, which are based on: religion, gender, ethnicity, and disability.

The Context of Diversity in Arab Countries (cont) Three strong links can be identified between diversity in the Western context, and in Arab countries: As in Western societies, there are disadvantaged groups in Arab countries – migrants, women, and the disabled. Similar to the diversity models in the West, diversity in Arab countries can be used to empower ethnic minorities and women and eliminate discrimination against them. Like the debate between equality and equity models of diversity in Western countries, there is a growing demand in Arab organizations for merit rather than on discriminatory practices such as wasta in the selection and promotion of candidates.

Diversity in Practice: Lebanon Lebanon is a small Arab country that presents an example for understanding religion, gender, disability, and ethnicity. The President is a Maronite Christian, the Prime Minister is a Sunni Muslim, and the Speaker is a Shi’ite Muslim. In the private sector, small family businesses are managed by people of a single religion, focusing mainly on productivity. Gender diversity practices remain limited, despite increasing education of women along with their job market integration.

Diversity in Practice: Lebanon (cont) The national level of illiteracy among females is twice that of males. Women hold far fewer managerial jobs, and earn less than males with similar qualifications and job descriptions. The law prevents women married to non-nationals from passing their nationality to their husbands and children. 10

TABLE 2-1 Disabled Population in Selected Arab Countries Low Estimate High Estimate Algeria 1,158,100 3,098,700 Djibouti 7,000 69,300 Egypt 2,608,500 6,979,500 Iran 2,519,700 6,741,900 Iraq 725,200 1,940,400 Jordan 196,100 524,700 Lebanon 133,200 356,400 Morocco 1,113,700 2,979,900 Syria 510,600 1,366,200 Tunisia 358,900 960,300 West Bank & Gaza 125,800 336,600 Yemen 193,000 1,910,700 Total 9,649,800 27,264,600 Source: Guillermo Hakim and Nedim Jaganjac, A Note on Disability Issues in the Middle East and North Africa: World Bank, 2005, p. 4.

Illustrative Discriminatory Employment Practices In Recruitment Word of mouth that are limited only to a favored few Deliberately misleading information that denies fairness ‘Help Wanted’ ads discriminating against the disadvantaged In Selection Standards Tests that are unrelated to the job Preference given to people with wasta Physical characteristics that are unrelated to the job needs Arrest records that are indiscreetly/indiscriminately applied Application forms that seek discriminatory information

Diversity Management and Affirmative Action Programs in the World Hiring minorities has become inevitable due to globalization. Workforce diversity has become a business imperative. Workforce balance and harmony requires diversity of race, gender, culture, national origin, handicap, age, and religion. Managing diversity involves maximizing benefits and minimizing potential barriers to the company’s performance.

Diversity Management and Affirmative Action Programs in the World (cont) Elements of a diversity management program include: Strong leadership Assessment of the situation Diversity training and education Changing of the organizational culture and management systems Evaluation of the diversity management program

Is the Diversity Initiative Effective? Are there women and minorities reporting directly to senior managers? Do women and minorities have a fair share of the jobs and assignments that are the traditional stepping-stones to successful careers in the company? Do women and minorities have equal access to international assignments? Is the employer taking steps to ensure that female and minority candidates are part of the company’s career development process? Are turnover rates for female and minority managers the same as, or lower than, those for male managers?

Key Terms affirmative action diversity Equal Employment Opportunity Commission (EEOC) managing diversity Title VII of the 1964 Civil Rights Act Vocational Rehabilitation Act of 1973