Health Authority Abu Dhabi: Labor Diversity

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Table of Contents

Introduction
Workplace Diversity
Diversity at HAAD
Conclusion
Works Cited

Introduction

The age of globalization has significantly weakened the boundaries between societies. As a result, in most countries diversity at the workplace is a fact that requires attention and poses certain difficulties (Hsiao, Auld and Ma 110; Almutairi, Gardner and McCarthy 187; Loney, Cooling, and Aw 298). Consequently, organizations are faced with the necessity of creating diversity policies that would respond to the needs of their employees and partners. In this paper, the diversity policy of Health Authority – Abu Dhabi (HAAD) is going to be described and evaluated with regard to various factors affecting its introduction. The culture and ethnicity-based diversity is chosen as an area of particular importance due to the specific features of Abu Dhabi labor force. The general requirements of the labor market are going to be taken into consideration.

Workplace Diversity

Diversity is commonly concerned with personal characteristics that may include ethnicity, gender, age or sexuality as well as education or income level and other factors (Hsiao, Auld and Ma 102). Some of diversity aspects exhibit greater impact on the organizational performance than others (Lu et al. 860). Similarly, of them influence the performance directly (for example, the education level), others tend to modify the workplace relationships. For instance, when left unattended, cultural diversity can result in conflicts, misunderstandings and the decrease of mutual trust between coworkers (Almutairi, Gardner and McCarthy 188). Neglected diversity in this situation can be considered as its mismanagement (Hsiao, Auld and Ma 102; Lu et al. 857).

At the same time, the positive influence of proper diversity management on employee job satisfaction and performance and its negative impact on turnover intention have been described by numerous studies (Hsiao, Auld and Ma 102). Apart from that, the beneficial effects of diversity, which result from migrants bringing new beliefs, ideas, and views, have been pointed out (Loney, Cooling, and Aw 303). Therefore, in order to avoid possible complications caused by workplace diversity and exploit its advantages, proper management strategies must be implemented.

Diversity at HAAD

HAAD History

HAAD has been responsible for healthcare regulations of the Emirate since 2007 (Koornneef et al. 117). HAAD is not concerned with direct delivering healthcare services or providing health insurances (Podolak, Harrison, and Vetter 129). Instead, its tasks include developing the healthcare strategy and setting regulations, monitoring their accomplishment, licensing professionals and facilities, and promoting health with the help of special programs and campaigns (Koornneef et al. 117).

The scope of the organization’s work is enormous. For example, in 2011, the number of licensed professionals in Abu Dhabi amounted to 22,000 with over 1200 healthcare facilities (Koornneef et al. 117). At the same time, the primary goal of HAAD is set in a very straightforward way: it aims to provide better healthcare for Abu Dhabi (Podolak, Harrison, and Vetter 129). Among other strategies required to achieve this, the organization endeavors to manage its staff efficiently, and this course is partially reflected in HAAD diversity policy.

Labor Market Peculiarities

The Emirate of Abu Dhabi is the second largest state of the United Arab Emirates (UAE), and its diverse, multicultural population amounts to over 2.4 million in 2011 (Koornneef et al. 116). The specifics of the country’s labor market is conditioned by its history. The fast pace at which the economics of the UAE has been growing demanded much labor force. This demand was satisfied with the help of recruitment of people from other (most often less-developed) countries which resulted in the multicultural labor force that the country possesses now (Loney, Cooling, and Aw 298). As a consequence, expatriate population plays an important role in the labor market and, therefore, the cultural and ethnical diversity at the workplace in Abu Dhabi is an issue that has to be addressed (Koornneef et al. 116).

Drivers for Incorporating Diversity

Given the fact that the population of UAE includes about 11% (950,000) of Emiratis, it becomes apparent that both the clients of HAAD and its workers exhibit this diversity (Loney, Cooling, and Aw 298). One of the main drivers for incorporating diverse policy in HAAD is, therefore, concerned with the extreme cultural and ethnical diversity of the workforce. In order to avoid cultural clashes and misunderstandings, increase the employees’ satisfaction and diversity comprehension, the HAAD workplace diversity requires acknowledgment and management. Apart from that, the partners and clients of the organization also belong to diverse cultures and ethnicities. Therefore, in order to maintain satisfying relationships with them, the organization needs to increase cultural diversity awareness among its employees and adopt fitting policies and strategies.

Still, it should be pointed out that another driver for diversity is of the organization’s concern. The percent of Emirati employees seems to appear dissatisfying to the HAAD’s managers. In order to rectify the situation, they have adopted a policy that can be regarded as a hazardous one.

The Relationship with the Labor Market

The multicultural character of the labor market has had its impact on the structure of HAAD labor force. The fact that the percent of Emirati workforce is surprisingly small appears to be of concern for HAAD. As a result, according to the HAAD website, the company is interested in attracting, training and retaining its workforce of any culture, but Emiratis population is at an advantage (par. 3). In such a way, the organization attempts to increase the number of Emirati employees and maintain diversity. However, it is not difficult to deduce that this policy may lead to culture- and ethnicity-based discrimination. In order to avoid this, the company offers the following guidelines.

Central HAAD Diversity Policy Points

HAAD is concerned with acknowledging diversity of its stakeholders on various levels, pointing put that “culturally effective and sensitive healthcare is important and critical for delivering quality healthcare and for achieving positive health outcomes” (HAAD Facility Licensing Department [HAAD FLD] 1). Similarly, the organization pays attention to different aspects of diversity including “ethnicity, language, religion, gender, disability, and socioeconomic status” (HAAD FLD 1). Given the specific features of Abu Dhabi labor force, the ethnical diversity appears to be of particular importance.

Consequently, the organization members (as well as the staff of certified facilities) are expected to “recognise the cultural diversity and religious beliefs of the multinational community served in healthcare facilities, and to ensure that all are treated with dignity, respect, sensitivity, and with consideration of appropriate cultural norms and traditions” (HAAD FLD 1).

To increase the cultural competence of the organization as well as its certified facilities staff, HAAD instructs its members to value diversity, systematically self-assess one’s cultural competency and increase one’s cultural knowledge, work to understand the features of culture interaction processes, and participate in developing the programs and standards that are compliant with diverse culture of the country (HAAD FLD 2). The organization also suggests measures that can ensure the implementation of this strategy. According to HAAD, the training aimed at increasing the recognition and knowledge of diversity can improve the staff’s capabilities of providing for the needs of the diverse community (HAAD FLD 1).

The policy suggested by HAAD is, therefore, guided by the principles of promoting mutual respect between different culture and ethnicity groups of its stakeholders, including the employees. The fact that Emirati population is especially welcome to become part of the organization appears to contradict this policy at first. However, just like the rest of the diversity policy of HAAD, this measure is a direct response to the labor market situation in Abu Dhabi. Its primary aim is the maintaining of cultural and ethnical diversity at the workplace as the Emirati population is underrepresented within the organization. The fact that this policy may result in discrimination cannot be denied. Still, the overall strategy of the company that includes proper cultural and ethnical diversity education for its members appears to be a suitable safeguard against the policy misuse.

Conclusion

The policy of HAAD presupposes respect towards diverse cultural and ethnic groups that comprise the population of the Emirate of Abu Dhabi. This respect and recognition concern the employees of the organization, the staff of licensed facilities, and their clients. Such a policy is a natural response to the diversity of Abu Dhabi population in general and its labor force in particular. At the same time, the specific features of Abu Dhabi labor force that include a stunningly big percent of the expatriate population has led to a particular interest of HAAD towards recruiting Emiratis. This policy demands careful management as it threatens to lead to ethnicity- and nationality-based discrimination. Still, given the current situation, it can be regarded as a policy aimed at maintaining the diversity at the workplace where Emiratis may appear to be underrepresented.

Works Cited

Almutairi, Adel F., Glenn Gardner, and Alexandra McCarthy. ‘Perceptions Of Clinical Safety Climate Of The Multicultural Nursing Workforce In Saudi Arabia: A Cross-Sectional Survey’. Collegian 20.3 (2013): 187-194. ScienceDirect. Web.

HAAD Facility Licensing Department. “Policy on Cultural Sensitivity and Awareness in Healthcare Facilities”. HAAD. HAAD Facility Licensing Department, 2012. 1-4. Web.

Health Authority – Abu Dhabi. About HAAD. HAAD, 2015. Web.

Hsiao, Aaron, Chris Auld, and Emily Ma. “Perceived Organizational Diversity And Employee Behavior”. International Journal of Hospitality Management 48 (2015): 102-112. ScienceDirect.

Koornneef, Erik et al. “Health System Reform In The Emirate Of Abu Dhabi, United Arab Emirates”. Health Policy 108.2-3 (2012): 115-121. ScienceDirect.

Loney, Tom, Robert Fletcher Cooling, and Tar-Ching Aw. “Lost In Translation? Challenges And Opportunities For Raising Health And Safety Awareness Among A Multinational Workforce In The United Arab Emirates”. Safety and Health at Work 3.4 (2012): 298-304. ScienceDirect.

Lu, Chia-Mei et al. “Effect Of Diversity On Human Resource Management And Organizational Performance”. Journal of Business Research 68.4 (2015): 857-861. ScienceDirect.

Podolak, Irene, Oliver Harrison, and Philipp Vetter. “Measuring Health Data Management Maturity In Abu Dhabi”. Health Policy and Technology 1.3 (2012): 127-136. ScienceDirect.

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