Writing

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Saudi Arabia is known for its immense petroleum reserves and they are the largest and the richest nation in the Middle East. Becoming a leading member of World Trade Organization (WTO) in 1999, their economic and political efforts have flourished all the way specifically in the Middle East region. The present research work has considered a case study approach in which a case of SAEI-Saudi Aerospace Engineering Industries was taken under consideration. The reason behind carrying out the study, specifically on this sector was the fact that it was going through a process of privatization that aided in obtaining information from both private and public sector simultaneously. Since the study examined and found the impact of Arabian culture on the HRM functions, therefore the type of case study chosen was an exploratory one. According to research conducted, it was found that Gulf countries, including Saudi Arabia consist of a very young population, which is known for its intense hard work and voice of the country, eventually leading to the success of a nation. The Kingdom of Saudi Arabia is well equipped and well managed by King Abdullah. He took initiatives to reform the infrastructure of the country with cooperative management. To make a prominent recognition in the global economy, Saudis are to be equipped with local contributors whilst reducing the foreign dependency, hence having self-sufficiency will allow the contributors to become the global citizens. In this era, Saudi Arabia is under an intense paradox of high unemployment and huge amount of resources and no direction to utilize them. There are number of key factors that have driven to high unemployment: low motivation, less fringe benefits, lack of satisfaction and high salary expectations. The question is will this Gulf region be able to regain what it has lost in the way of progress?

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Increasing productivity in the public sector to match the levels of the private sector has been the call of the Public Services Commission in Ghana. According to Michie & Oughton (2003), research suggests that closing the productivity gap between the private and public sectors will require increased investment in research and development, capital and people, improved education and training, and a modernised productive infrastructure. In a bid to improving productivity, Michie & Oughton (2003) further suggest that there should be a continuous improvement in management practice, corporate governance and organisational design. Guest, Michie, Conway & Sheenan (2003) also point out that a major challenge for modern organisations is the urge for increasing productivity and achieving a competitive advantage. To achieve competitive advantage, Bohlander, Snell & Sherman (2001) argue that while people have always been central to organisations, they have now taken on an even more central role in building a firm’s competitive advantage. They reiterate the fact that success increasingly depends on the organisation’s people-embodied know-how, which includes the knowledge, skills and abilities embedded in an organisation’s employees. In the view of Schuler and Macmillan (1984), organisations best able to meet this challenge are those that can acquire and utilise valuable and scarce resources. Human resources fall into this category of resources, particularly if they are effectively deployed through appropriate human resource practices. One of the key tasks for an organisation, therefore, is the effective management of human resource. Research in Human Resource Management (HRM) has established that the success of any organisation is highly influenced by the calibre of its human resource (HR), which in turn, is affected by the organisation’s human resource management practices.

Dear Students

Kindly solve the following questions based on the paragraphs given to you. 

Q1) Paraphrase the paragraphs using your own terms

Q2) How to avoid plagiarism in quoting, paraphrasing, and summarizing

Q3) How to properly cite electronic resources