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

3. 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.

4. 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).

5. 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.

6. 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.

7. 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.

8. 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.

9. 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.

10. 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

11. 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.

12. 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

13. 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.

14. 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

15. 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?

16. 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