UAE Armed Forces’ Human Resource Management Strategies

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Introduction

United Arab Emirates Armed Forces (UAFAF) was started in 1971 to unify seven separate emirates. It is considered to be one of the best trained, equipped, and organized militaries in the Middle East. According to the United Arab Emirates Air Force website, its main responsibility is national security and ensuring stability in the UAE. The UAFAF is also responsible for providing humanitarian assistance both domestically and abroad. The UAFAF has a total of approximately 63,000 active personnel, making it one of the smallest militaries in the region (United Arab Emirates Air Force website). Personnel is recruited through a centralized process that considers academic achievement, physical fitness, and motivation. Officers are recruited through a competitive process that includes a written exam, interview, and assessment center. The UAFAF has a strong focus on training and development and offers a variety of career progression opportunities.

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The UAFAF has a comprehensive HR management system that covers all aspects of personnel management, from recruitment to retirement. Key components of the system include a centralized pay structure, a performance management system, and an astringent leave policy. In addition to comprehensive training and development opportunities, personnel is provided with various benefits such as health care, housing allowances, and discounts on many products and services. After a close interview with a UAFAF human resource manager, this essay analytically reports on the organization’s recruitment and selection strategy, performance management process, compensation strategy, and training and development process. It also reports on the role of the job analysis in implementing the HRM policies, their health and safety measures at the workplace, and measures for avoiding and reducing conflicts in the company. The report concludes with an opinion of these strategies based on the course learning, their limits, and how they can be enhanced.

Recruitment and Assortment Strategy

Recruiting is done according to Federal Law of 1980 and its executive orders regarding requirements and procedures for recruitment. It is carried out in several stages, starting with examining the application forms, followed by physical and medical tests, interviews, and a final assessment (UAE Law 12). There are three main divisions that recruits need to be aware of: The first division is the General Directorate of Medical Services (GDMS) which handles applicants who have a recognized bachelor’s degree or a diploma from a government accredited college (Yates 240). This division recruits nurses, paramedics, and medical technicians.

The second division is the General Directorate of Military Medicine (GDMM), which handles applicants with a secondary school diploma or equivalent. They are medically fit to serve in the army. This division recruits Human Resources Officers, Security Officers, and other related jobs.

The third division is the General Directorate of Military Engineering (GDEM), which recruits applicants with a secondary school diploma or equivalent. They are medically fit to serve in the Army (Yates 31). This division recruits engineers, drafters, electricians, and other related jobs.

UAFAF follows a standard recruitment process in all divisions for both graduates and non-graduates. All applicants must complete an application form, which is then screened to check that they meet the basic requirements set out in Federal Law of 1980 and its executive orders (Barany 489). If the applicants meet the basic requirements, they will be required to take a medical examination and a written test to be considered for a position in the UAFAF.

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Performance Management Process

UAFAF has a very comprehensive and detailed performance management process aimed at ensuring the continuous improvement of its personnel. The process begins with the identification of objectives and standards which need to be achieved by employees, followed by the setting of targets that are aligned with these objectives. Employees are then given regular feedback on their progress towards meeting these targets. At the beginning of each year, objectives and standards are agreed upon by both managers and employees. A formal performance management plan is then created through collaboration between the employee, their manager, and often with input from members of their team or other persons within their department. The process for setting targets is very similar to that established in many major corporations; the employee and their manager discuss the role, what they hope to achieve in it during the following year. Once they have established these targets, the time frame is also laid out.

Once a plan for performance management has been agreed upon at the beginning of each year, both employees and managers are expected to review their performance at three-monthly intervals. It is emphasized that this review should not occur solely between the manager and their employee but should involve members of their team or other relevant persons (Waxinand 129). The process for this evaluation is very similar to the one established earlier; it is a collaborative effort that aims to provide employees with feedback on what they have done well and what can be improved.

At the end of the year, employees can either update their performance management plan or discuss feedback they have received with their manager. It is followed by another round of reviews by managers and employees at three-monthly intervals; this time, however, the focus is shifted to ensuring that employees are on track to meeting their objectives for the following year.

Compensation Strategy

UAFAF has a well-defined and structured compensation strategy aimed at attracting and retaining the best talent. It follows more of a merit-pay model than a seniority-based pay scale for its employees. The government believes that high-performing individuals should be rewarded for their hard work and dedication to duty (Tahir and Ertek 53). In order to control payment, the UAFAF has employed several mechanisms such as established steps on the salary scale, the job evaluation system, and performance-related pay. The steps of the salary scales are primarily determined by an individual’s qualifications, seniority, number of years in service to UAFAF, posts held at their place of work. It ensures that individuals are paid fairly consistent with what they have earned. It does not matter if their performance is lacking because the pay scale will limit their pay.

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UAFAF has employed several different mechanisms to ensure fairness in terms of employees’ compensation, but perhaps one of the most important is job evaluation. Job evaluation involves evaluating an individual’s position and determining its worth to match it with an appropriate salary scale. This system is important because it considers the various responsibilities and tasks that an employee may have and evaluates them accordingly (Waxin and Bateman 123). Not only does it help to ensure that employees are being paid fairly, but it also allows for growth potential as employees can be promoted to positions of greater responsibility with a corresponding pay increase.

Finally, UAFAF uses performance-related pay to incentivize employees to excel in their roles. This system rewards employees for meeting or exceeding certain predetermined objectives or goals. According to Tahir and Ertek (59), employees can receive various types of payments such as a one-time bonus, salary increase, or improved benefits. This system is beneficial as it encourages employees to work harder and do their jobs better while motivating low performers to work harder. The UAFAF’s compensation strategy has successfully attracted and retained the best talent, which has helped improve the organization’s performance.

Training and Development Process

UAFAF places a great emphasis on training and development to ensure that its personnel is equipped with the latest skills and knowledge. Recruits undergo an intensive four-month training program at the UAFAF Military Academy in Al Ain (Tahir and Ertek 72). This program includes basic military training and courses in subjects such as Arabic language and culture, Islamic studies, and history. Officers undergo further training once they have been commissioned, focusing on specialist skills relevant to their role. Training programs are delivered by the UAFAF Military Academy and several other institutes such as the National Defense College and the Emirates Air Force Academy.

The aim of training in the UAFAF is to prepare officers to defend the UAE’s interests. The training program aims to produce confident, skilled, and adaptable leaders capable of managing increasingly complex challenges. Consequently, training programs have become increasingly sophisticated over recent years, with an increased emphasis on developing skills required for modern military operations. UAFAF officers are also encouraged to pursue further training in specialist disciplines outside the military, including engineering, finance, law, and information technology. Such training is designed to help officers develop their skills beyond the traditional military sphere.

Role of the Job Analysis in the Implementation of the HRM Policies

The United Arab Emirates Armed Forces (UAFAF) is one of the most technologically advanced armies globally. It has three service branches, including the army, navy, and air force, all are strong enough to deal with any threats. The UAE also has a very large reserve force which consists of 25% of people who are fit for military service. The UAFAF has several policies and procedures to manage its human resources (Yates 235) effectively. One such policy is job analysis, which is used to identify the duties and responsibilities of a particular position. This information is then used to create an accurate job description, which can be used for recruitment and selection purposes.

It uses the Pinnacle Recruitment System for recruitment, selection, and placement. Although job analysis is not a prerequisite before advertising vacancies, it usually occurs after shortlisted applicants. The number of interviews depends on how many candidates are shortlisted. For example, individuals must go through four rounds of the interview if they are shortlisted from a field of 20 candidates (Waxin and Bateman 138). The UAFAF also uses psychometric testing to assess the suitability of candidates for certain positions.

The UAFAF has several policies and procedures to manage its human resources effectively. One such policy is job analysis, which is used to identify the duties and responsibilities of a particular position (United Arab Emirates Air Force), This information is then used to create an accurate job description, which can be used for recruitment and selection purposes. The UAFAF uses the Pinnacle Recruitment System for recruitment, selection, and placement. Although job analysis is not a prerequisite before advertising vacancies, it usually occurs after shortlisted applicants.

Health and Safety Measures at the Workplace

Human Resource Management of the United Arab Emirates Armed Forces (UAFAF) has a variety of policies and processes in place to reduce health and safety risks at work. These include: The UAFAF is committed to ensuring that employees are given proper training for the job they perform and providing tools such as personal protective equipment (PPE), which are made available to the employees.The UAFAF has a well-structured Career Management Programme (CMP) framework to ensure that service members work in positions where their skills can be effectively utilized and maximized (Waxin and Bateman 140). All personnel is allocated roles according to meritocracy; after an appraisal process, employees’ talents and skills are assessed, and responsibilities and career development opportunities are made available.

This system ensures that the most suitable person is placed in the right position, resulting in cost efficiency. As a dedicated healthcare provider, the UAFAF has well-equipped medical facilities such as dental clinics, general health clinics, childcare centers, optometry centers, and pharmacies, open to all employees and their families (Yates 224). The UAFAF also follows a strict health and safety policy designed to protect everyone working in or visiting its medical facilities.

The Health and Safety Executive also audits all working procedures within the company at random intervals, ensuring that every member of staff has received the necessary health and safety training. They also check that all equipment is safe to use and that emergency procedures are in place should an accident occur. All employees are required to wear safety clothing and equipment when working with hazardous materials and must follow all health and safety instructions at all times.

In addition, the UAFAF has a welfare program that provides financial assistance to employees who are in need. This program covers employees’ housing, educational expenses of their children, medical emergencies, and even funerals. It also has a strong culture that encourages employees to speak up if they notice any health or safety issues concerning equipment or work processes. It ensures that incidents are prevented rather than fixed after the fact.

To sum up, the UAFAF has several health and safety policies and programs in place that aim to protect employees from potential risks while working. These include providing proper training, equipping employees with necessary tools, and ensuring that medical facilities are well-equipped and safe. Employees are also encouraged to speak up if they notice any potential health or safety hazards (Tahir and Ertek 65). Most importantly, the UAFAF constantly evaluates its health and safety practices to stay current with best practices.

Measures for Avoiding and Reducing Conflicts in the Company

The United Arab Emirates Armed Forces consist of 63,000 active personnel and protect 9 million people (United Arab Emirates Air Force website, 2021). The armed forces are categorized into four: Air Force, Army, Navy, and the Emirati Presidential Guard. The first three are known as the unified federal military command of the UAE, while the fourth branch protects the President and some members of the royal family.

The UAFAF has also put in place a number of measures to avoid and reduce conflicts. The first step is the establishment of the Department of Human Resources and the development of its strategies. The strategies are shaped after the changes brought about by globalization. They take into account the continuous development of an organization, which is learning from mistakes and taking advantage of opportunities, all the while trying to achieve the goal. The emphasis is placed on policies and their attention to human resources in order to maintain the UAFAF’s status as an employer of choice.

The Human Resource Management of the UAFAF is responsible for managing the enrollment and selection process, training as well as development, employee relations, performance, administration, and remuneration. The main aim of their HRM strategy is to ensure that there are no conflicts within the company (Tahir and Ertek 67). They have put in place several measures to do this, including establishing a code of conduct that all employees must adhere to. It includes rules on behavior, dress code, politeness, and respect for others. Creating a grievance procedure in case employees have any problems or complaints. It allows them to raise their concerns in a safe and confidential environment. The HRM department also has several consultants who can provide employees advice and support.

The professionals include medical, vocational, and rehabilitation officers and counselors. HRM provides other corporate services for its personnel, such as financial advice, legal assistance, and child care facilities. In addition to the measures, the UAFAF also has a training and development program to ensure that employees are competent and qualified to do their jobs. The program includes formal and informal learning opportunities and covers various topics such as leadership, communication, and critical thinking skills.

Human Resource Management Strategies Limitations, and how They Can Be Improved

HR is the heart of managing institutions and organizations’ most important asset; its personnel. The human resources department has to handle several issues, including recruitment, training and development, compensation & benefits, and termination (Tahir and Ertek 53). How these issues are handled in the long run will determine the success of an organization. Human resource management has evolved, and we can see this when we look at the different strategies used to get things done more effectively. Many different human resource management strategies can be used, and each one has its own set of benefits and limitations. The human resources department has to be strategic in handling things if it wants to see positive results. The HR strategies can be improved by ensuring that the organization’s goals are aligned with the goals of the HR department. Additionally, effective communication between the HR department and other departments is essential. Finally, the HR department should adapt quickly to changes in the organization. The HR department can run more efficiently and effectively by following these tips.

Conclusion

The United Arab Emirates Armed Forces have a strategic approach to human resource management. They have developed policies and procedures, which they use for recruitment and selection, performance management process, compensation strategy, training, and development process, and health and safety measures at the workplace, among others. In order to execute these HRM strategies successfully, UAFAF analyses their company’s needs by conducting job analyses of various positions in the company. For example, suppose there is an opening for a position that requires specific skills or knowledge. In that case, this will be highlighted on the vacancy announcement before any other requirements are mentioned so that candidates with appropriate qualifications can apply first rather than wasting time applying for jobs where the candidate does not meet all criteria. Focusing on and enhancing these strategies would enable UAFAF to perform even better.

Works Cited

Barany, Zoltan. “United Arab Emirates: The Evolution of the Armed Forces of the United Arab Emirates.” The Middle East Journal 75.3 (2021): 489-490.

Tahir, Rizwan, and Gürdal Ertek. “Cross-cultural Training: A Crucial Approach to Improving the Success of Expatriate Assignment in the United Arab Emirates.” Middle East Journal of Management 5.1 (2018): 50-74.

UAE Law. “Federal Law No (8) of 1980.” (2020).

“United Arab Emirates Air Force.” Wdmma.org, 2021, Web.

Waxin, Marie F., and Rob E. Bateman. “Human Resource Management in the United Arab Emirates.” Handbook of Human Resource Management in the Middle East, edited by Pawan Budhwar and Kamel Mellahi, Edward Elgar Publishing, 2016, pp. 123-140.

Yates, Athol. “The formation of Military Intelligence in the United Arab Emirates: 1965–1974.” Journal of Intelligence History 20.2 (2021): 221-241.

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