Turbulence Between Asian Expats and HRM Practices in Doha Qatar

Shibin Shaji Cherian 21043776
Msc. Human Resource 2011Management 2012
Msc. Human Resource Management
TURBULENCE BETWEEN ASIAN EXPATS WITH HRM PRACTICES IN PRIVATE SECTOR IN QATAR.
By SHIBIN SHAJI CHERIAN 21043776
Presented for the award of Msc.
Sheffield business school.
Submitted on: 5th Sept 2012.
Shibin Shaji Cherian 21043776 Research Ethics Checklist
This form is designed to help students and staffs complete an ethical scrutiny of their proposed research. It also enables the University and Faculty to keep a record of research conducted that has been subjected to ethical scrutiny. Students should ensure that their supervisor has a copy of the completed form and that it has been passed to the dissertation module leader. A copy of the blank form can be found on the dissertation site on Blackboard. A new check list must be completed if the subject of your research changes Name of student or principal investigator Name of supervisor (if applicable) Shibin Shaji Cherian
Clare Moonan
Title of research proposal
Turbulence between Asian Expats with HRM practices in private sector in Qatar: lack of intrinsic motivation deployed to expats working in private sector.
Outline of methodology1
Positivist Deductive Survey Cross sectional Questionnaires
If the research has a number of distinctive phases where the full methodology or research subjects are not clear at the outset, a separate ethical approval may needed for each phase. In this case, the outline of methodology should make clear if approval is only being sought for an initial phase of work. Normally this requirement would only relate to Doctoral Students at the RF1 and RF2 stages of their research.
What are the anticipated outcomes, impacts and benefits of the research? What are the plans for dissemination, and feedback to participants in the research/project?
To assess the level of intrinsic motivation acknowledged by the Asian expats in private sector in Qatar and its anticipated outcomes. And to employ a pragmatic understanding on the HRM contexts and controversies in Qatar.
Question 1. Does the research involve human participants? If NO please go to question No. 6. If YES, then please answer the following questions No. 2 - 5: 2. Will any of the participants be vulnerable? (E.g. Young people under 18, people with learning disabilities, people who may be limited by age or sickness or disability from understanding the research, people who are limited by knowledge of language, and people whose livelihood may be in jeopardy as a result of the research etc.) 3. Is there any reasonable and foreseeable risk of physical or emotional harm to any of the participants? (E.g. Distressing interview questions, experiments involving participants, asking participants to consume samples etc.) Will anyone be taking part without giving their informed consent? (E.g. Research involving covert study, coercion of subjects, where subjects have not properly understood the research etc.) Will the research output allow identification of any individual who has not given express consent to be identified? If the answer to any of the questions 2 - 5 is YES then the research proposal should be submitted to the FREC for approval unless it falls into 3
Yes/No Yes
No
No
4.
No
5.
No
a category/programme of research that has already received category approval. (See Section Three) 6. Does the research require approval from any external ethics committee, e.g. the NHS? For NHS research, this includes any work using NHS Patients (including tissues, organs, or data), NHS staff, volunteers, carers, NHS premises or facilities. If the answer to question 6 is YES then the research proposal should be submitted to the relevant external body. For NHS Research Ethics Committees please refer to http://www.corec.org.uk No
What are the possible benefits of this research to participants in it? If the research proposal does not require submission to either the FREC or an NHS or other external REC then standard approval applies.
If the research proposal requires submission to the FREC please refer to the Faculty Research Ethics Policy, or contact a member of the committee for more information. Approval awaited applies until the proposal has been considered by the FREC. ETHICAL APPROVAL (please tick):
(Standard approval) This project does not require specific ethical approval.
(Category approval) In my opinion this work falls within the category
of........................................................ projects which has been previously approved by the FREC and it does not therefore need individual approval (See Section 3)
(Approval awaited) This project should be referred to the FREC for individual
consideration the work should not proceed unless and until the FREC gives approval.
I can confirm that I have read the Sheffield Hallam University Research Ethics Policy and Procedures document and agree to abide by its principles (please tick).
Signed.......................................... Name............................... Date......................... Student / Researcher/Principal Investigator (as applicable)
Signed.......................................... Name............................... Date......................... Supervisor or other person giving ethical sign-off (as defined by O&M Research Ethics Procedures) Note: University Research Ethics policy available from the following web link:http://www.shu.ac.uk/research/ethics.html
Students - If standard approval applies, please return this form at the same time you submit your research project proposal form to your supervisor.
Categories of Research that will not require FREC Approval These are the four categories of research that will not require Faculty Research Ethics approval: 1. The research involves direct access to subjects, through interview, questionnaire, focus groups or other group sessions. All subjects know the purpose of the research and give their consent both to their participation and to use by the researcher[s] of the output. 2. The research involves participant or non-participant observation of subjects. All subjects know that they are being observed as part of research activity, and give their consent both to their participation and to use by the researcher[s] of the output. 3. The research involves participant or non-participant observation of subjects. Some or all subjects may not know that they are being observed as part of research activity. Full anonymity of both subjects and organisations is guaranteed. 4. The research makes full or partial use of primary data, information and/or analysis originally obtained outside the research project (for example, through consultancy work, 5
training events, teaching or previous research projects). Full anonymity of both subjects and organisations is guaranteed. In addition there are a number of minor procedures that are awaiting category approval. In relation to all the above categories the following conditions apply: The research does not involve any subjects from vulnerable groups, and there are no health and safety implications for the subjects. The researchers[s] guarantee that the design, implementation, analysis and publication of their research will be in accordance with the Guiding Principles outlined in the Introduction.
Abstract:
Organizations today aim in transforming global and for achieving this, organizations go global and invest on foreign ground for more operational rationales. Empirical evidences have been produced that employees require intrinsic over extrinsic level of motivation. Studies of such can be interpreted as that employees need to be provided with career and continuous opportunities so that employees can acquire a sense of recognition and intrinsically develop organizational commitment to help in increased productivity and profitability of the organization. While considering Hofstedes cultural dimensions where they define countries in the GCC as masculine culture, the functioning of the HRM is more in favor of the culture and economy of the GCC. Considering the wealthy prospects of Qatar, a very successful highlight can be interpreted that Qatar has been considered has one of the worlds richest country in terms of GDP per capita and an ultimate destination for foreigners and expatriates to live and work in Qatar for longer period of time because of its wealthy benefits. Unfortunately, while plotting relevant literatures about the managerial practices being followed by Qatar, it has presented a different scenario. Claims of bias HRM practices have been made by the Asian expat who have lived and worked in Qatar for long term. This dissertation aims in proving that lack of intrinsic motivation/ non monetary incentives are considered as the reason for turbulence between Asian expats with HRM practices in Private Sector in Qatar. This dissertation aims in finding out whether offering non monetary incentives has or have no impact on employee performance and satisfaction which enable the organization to reap the benefits. Thereby, this study creates hypotheses to test the null and alternative hypotheses regarding impact of intrinsic motivation on employees. Results of this study have discovered that there is a strong relation. Expats believe that they are not deemed to certain fair aspects of rewards as they prefer to be rewarded performance based. Moreover, strong authoritative and repressive management existing the private sector has leaded the expats in challenging concerns to perform efficiently. This study uncovers recommendations, limitations and suggestions to develop a better understanding platform to progress future research in Qatar.
7
ACKNOWLEDGEMNENT
I would like to express my sincere and obliged gratitude to my supervisor, Clare Moonan, for her continuous guidance and academic support for guiding this dissertation and I hope that the result is worthy of all the time she spent assisting me. I would like to thank all the respondents who took some time off from their busy schedule to fill my questionnaire. I would like to express my sincere gratitude to my module leader, Katherine Gardiner for her endless support in guiding me throughout the duration of this course. My sincere thanks to Rory Ridley duff in making me understand about various research methods. I would like to thank Miss Nabanita Dasgupta and Mr. Aaron John Varghese for helping me in grammatical proof reading and analysis. I would also like to thank God, my family and friends for their valuable support throughout this year.
Signature of student:
Date:
MSc HRM Dissertation
I declare the following: 1. The material contained in this dissertation is the end result of my own work and that due acknowledgement has been given in the bibliography and references to ALL sources, be they printed, electronic or personal. 2. Unless this dissertation has been confirmed as confidential, I agree to an entire copy, or sections of the work, being held in the University library if deemed appropriate, or being placed on to the course Blackboard site in order to allow future students to see examples of past dissertations. 3. I agree to my dissertation being submitted to a plagiarism detection service, where it will be stored in a database and compared to work submitted from this or any other Faculty within the university, or from other institutions using the service. In the event of the service detecting a high degree of similarity of content with existing work, the dissertation's supervisor and second marker will be informed and may decide to undertake further investigation. This may lead to disciplinary action should instances of plagiarism be detected. 4. I have read the Research Ethics guidelines issued by Sheffield Hallam University's Faculty of Organisation and Management and I declare that ethical issues have been considered, evaluated and appropriately addressed in this research.
SIGNED:

PAGE NO.
3 3 7 9 10 10
CHAPTERS
1
TABLE OF CONTENTS
Introduction:
1.1 Introduction 1.2 Research Rationale 1.3 Research Objectives 1.4 Research Questions 1.5 Dissertation Structure
Literature review:
2.1 Motivation. 2.2 Motivational theories. 2.2.1 2.2.2 2.2.3 2.2.4 2.2.5 Expectancy theory. Maslows theory. McGregors X and Y theory. Herzbergs two factor theory. McClelland theory of needs.
12 12 13 13 15 16 18 19 20 21 24 28 28 30 31
2.3 Why Motivation? 2.4 Importance of intrinsic motivation. 2.5 Understanding the Middle East/ GCC context. 2.6 Overview on Qatars HRM perspective. 2.6.1 2.6.2 Prospective background Attractions for foreign direct investment
2.7 Why Qatar need expats? 2.7.1 Salient features of HRM functions in Private sector in Qatar (Budhwar and Mellahis) 2.7.1.1 Research method applied by the authors. 2.8 Conceptual Framework 3
35 35 39 44
Research Philosophies and Methods:

10

3.1 Research aim/ design 3.1.1 3.1.2 3.1.3 3.1.4

44 44 45 47 47 49 49 50 50 51 51 52 53 54 56 Research philosophy Research Approaches. Research Strategy. Research Methods.
3.2 Date Collection and Analysis. 3.2.1 3.2.2 3.2.3 3.2.4 Data for literature review. Primary Data. Questionnaires. Sample Size.
3.3 Data Analysis 3.4 Ethical Considerations 4
Data findings, analysis and discussions:

4.1 Gender and age composition. 4.2 Length of service. 4.3 Preference of incentives and motivational factors as claimed by participants. 4.4 Level of diversity. 4.5 Level of satisfaction 4.6 Evidence low non monetary incentives/ intrinsic
59 62 64
motivation deployed to the employees/ expats. 4.7 Testing the Hypotheses: 4.7.1 Offering monetary incentives is well preferred by the expats in Qatar in private sector. 4.7.2 Offering monetary incentives is not the only preference by expats in private sector in Qatar. 4.8 Presentation of results from open ended questions. 4.9 Discussion. 4.9.1 Why Asian expat prefer intrinsic motivation in private sector in Qatar? 11
66 67
67
69 71
73

4.9.2

Are Expatriates satisfied to work in private sectors in Qatar? 75
4.9.3
Does the use of non monetary incentives have positive impact on performance? 76
Conclusion, Recommendations, Limitations and Suggestions:

5.1 Conclusion 5.2 Recommendations 5.3 Limitations 5.4 Suggestions 79 80 81 82 83
Personal Reflection References Appendices
Tables and Figures

Figures:
Figure 2.2.1 Expectancy theory Figure 2.2.2 Maslows theory of needs Figure 2.2.3 McGregors X and Y theory. Figure 2.2.4 Herzbergs two factor (Motivation Hygiene) Theory Figure 2.8 Conceptual framework Figure 3.1 Research process applied for dissertation Figure 3.2 Methodological process Figure 3.3 Research Onion Figure 4.1 Interpretation of data Figure 4.2 Age and gender composition Figure 4.3 Gender and length of service Figure 4.4 Age and length of service Figure 4.5 Non monetary incentives and intrinsic motivation. 12
Page no.
15 16 17 18 39 42 43 44 53 55 57 58 60

63 67
Figure 4.6 - Monetary incentives and extrinsic motivation. Figure 4.7 Gender satisfaction in the company.
Tables:
Table 2.5.1 Oil proved and Gas reserves at the end of 2011 Table 3.1 Differences between deductive and inductive approach Table 3.2 - Differences between qualitative and quantitative Table 3.3 Cross sectional time horizon used in this dissertation Table 4.1.1 Case processing summary Table 4.1.2 Age and Gender cross tabulation Table 4.2.1 Gender and length of service Table 4.2.2 Age and length of service Table 4.3.1 Non monetary incentives and motivational factors as claimed by the participants Table 4.3.2 Monetary incentives and extrinsic motivation Table 4.4.1 Diversity found in the organization Table 4.4.2 Population of Arabs in the organization Table 4.4.3 Population of Asians in the Organization. Table 4.5.1 gender and company satisfaction composition Table 4.6.1 Composition of non monetary incentive practices with gender. Table 4.7.1.1 Offering monetary incentives is well preferred by Asian expats in private sector in Qatar (H2) Table 4.7.1.2 Financial incentive preference level. Table 4.7.2.1 Offering monetary incentives is not the only preference by Asian expats in private sector in Qatar (H1) Table 4.7.2.2 Promotion chances and length of service. Table 4.8.1 What I like about my company is? Table 4.8.2 Things my company can do better is? 69 70 71 72 67 68 59 60 62 63 63 64 66 25 46 48 49 54 54 56 56
13
Chapter 1:
This chapter will produce a brief platform to the introduction of this dissertation. 1.1 INTRODUCTION: Ever since the rising era of globalization, Multinational enterprises (MNEs) and Small and medium enterprises (SMEs) have focused on understanding the relevance of international staffing (Suutari and Brewster 2001). Several researchers have identified that lack of skills in management and technical operations, emphasis on the use of expatriates to create an objective of control in local operations (Suutari and Brewster, 2001; Torbiorn, 1985; Brewster, S1991). In order to maintain trust regarding foreign business operations, several researchers claim that a key reason in hiring senior expatriates was to preserve this trust in key international operations, followed by large foreign acquisitions and management and representational purposes (Hamill, 1989; Brewster 1991; Black et al., 1992). While there also expatriates who migrate from one to another for the long term residence and work. One vital factor that affects or influences management on employees is the work environment. Legge (2005), in respect to this, states that organizations are now seeking to implement innovative strategies to manage their employees and Human resource efficiently while clustering with needs of globalization and PEST factors of the country where the organization is located. One of the major reasons for such transformations as cited by Lipiec (2001) claims that realization of importance and significance of the contributions generated by their employees for the profitability and productivity of that particular organization. The change was not only developed among industrial developments but also in strategies in managing employees and staffs as well. The domination of labor market and employment has been through vital aspects such as practices, structured principles and system. Buchanan and Huzynski (2010) state that in order to construct and attain a desired organizational behavior, motivational levels are to be included. While focusing on a common goal, employees and employers share a bond and a sense of responsibility in attainment of that common objective,
14
thereby, making it relevant, essential and significant those employees, employers and other staff have a positive communication and that they do not get underprivileged of their personal goals. The transition of Human Resource Management from personnel management has created an aura of strategic principles. Where once personnel management was only required to observe and manage workforce is now considered as a principle that should enable the human assets to interact and communicate efficiently with minimal dissatisfaction and conflict so as to achieve the organizational benefits. Further, OReilly (2008) states that human resource management has evolved to such extent that its able to manage employees and their welfare through intrinsic and extrinsic types of motivation. While in the early phases, human resource management were only emphasized and involved in developing and maintaining employee obedience and conformity, the tables have now turned. With consideration to the relevance of existing literatures and empirical evidences, the focus of every human resource management has now driven towards more ambitious prospects of achieving employee management and commitment to develop organizational success. Looking into Davis and Lynne (2000) and Woodruffe (2006), one can derive an understanding that an organization cannot exist without financial budget and enough human capital to manipulate the operations. Organizations around the globe consider employees to be accountable for the profitability of the organization. It is their work, commitment and obligation that can drive standardized results which the organization would reap the benefits. However, In order to maintain such standards, employees must be driven with both intrinsic and extrinsic types of motivation which directly result in employee performance and commitment to the task and organization. In order to emphasize on such pragmatic compensations, organizations must investigate the current platform on where they stand. In the sense, whether they have the freedom to develop a new culture, whether political interference would be minimal, whether employees are internally satisfied, whether there is a concern regarding the current management practice. Among this, an organization may find it appealing to please its employees to extract
15
competitive advantage out of them by just extrinsic motivation such as reasonable social security schemes, incentives etc but while considering Maslows theory (1987), an employee prefers intrinsic motivation over extrinsic. Even organizations refer Maslows theory of hierarchical needs where they estimate that employees do need physiological needs before they can attain other needs such as social esteems and so on but to extract maximum potentials for organizational benefits, employees do require sense of pride, security, self esteem, and recognition at the job which would motivate them to build intrinsic commitment and substantial organizational performance and behavior. Considering a masculine cultured region (Hofstede 2001) such as Qatar, where emphasis on management are highly influenced by cultural and religious dimensions, this dissertation will assess the level of impact of non monetary incentives and intrinsic motivation deployed to the employees in private sectors in Qatar. Qatar constitute high number of expatriates (while stating expatriates, this dissertation focuses on the definition of migrants who travel from other countries to live and work in Qatar for longer period of time, criteria of citizenship is strictly restricted to such migrants as certain categories such as high financial status and fluency in culture and language pose a limitation to these migrants), especially Asian expatriates in private sectors. While considering the bright prospects of Qatar and its wealth, the inner sights of Qatar can develop a crucial adjustment factor for many expatriates who wish to work in Qatar because of their dominance and high influence on cultural and religious attributes. Moreover, there also concerns regarding the performance of private sectors (where influence of FDI is majorly found) which are low when compared to the public sectors. This dissertation will also survey the opinion of those expats working in an automotive firm which is a private sector. To survey a substantial sample which may include more than 30 organizations (Budhwar and Mellahi, 2006) was beyond the time limit of this dissertation, thereby focusing into 80 samples to 120 samples where the sample size of the organization was 60 and random Asian expats in other private sector organizations may account up to 60.
16

1.2 RESEARCH RATIONALE:
When considering the relevant literatures on motivational theories (Lipiec 2001; Maslow 1987; Ulrich 1998; Buchanan and Huczynski 2010), empirical evidences have been produced that employees require intrinsic over extrinsic level of motivation. Studies of such can be interpreted as that employees need to be provided with career and continuous opportunities so that employees can acquire a sense of recognition and intrinsically develop organizational commitment to help in increased productivity and profitability of the organization. While considering Hofstedes cultural dimensions where they define countries in the GCC as masculine culture, the functioning of the HRM is more in favor of the culture and economy of the GCC. While looking into one of the prospective countries of the GCC, this dissertation will cover the context of Qatar, its cultural, economic and management perspectives that would create a substantial understanding about what kind of practices are being held in Qatar. This dissertation will also scope on relevant motivational theories to bring up a consensus of why employees prefer intrinsic over extrinsic motivational deems. Considering the wealthy prospects of Qatar, a very successful highlight can be interpreted that Qatar has been considered has one of the worlds richest country in terms of GDP per capita (see CIA WorldFactbook 2012; NationWide 2011; Budhwar and Mellahi 2006) and an ultimate destination for foreigners and expatriates to live and work in Qatar for longer period of time because of its wealthy benefits. Unfortunately, while plotting relevant literatures about the managerial practices being followed by Qatar, it has presented a different scenario. While the influence of western (American, British and Europeans) expatriates are majorly reported in the oil industries and sector which are either fully government controlled or partial government controlled, the influence of Asian or Indo Pakistan expatriates are soaring at the private sector in Qatar. While stating expatriates, this dissertation defines the respondents as expatriates as they have been living and working in Qatar for a long period of time (generally, expatriates who are not the nationalities of any other GCC countries find it limited to attain a citizenship status
17
as they require criterias such as high standard of living, fluency in the Arab language and culture etc.). Moreover, a local newspaper at Qatar (The Peninsula 2011) also reported that approximately 99.3% of expatriates are soaring into the private sector despite the regulation efforts forwarded by the government to reserve atleast 20% of Jobs at private sectors for the nationalists. The fact that growth and development of Qatar has accelerated tremendously in the past decade, the demand for expatriates have been more infusive towards the private sector. The concerns raised from the literature review have been verified from publically available resources; the natives because of their countrys prospectus demand higher salaries and securities than of an expatriate in the same sector of the same designation. Moreover, even private sectors prefer to hire expatriates than the natives because of such concern, but the pressure of such extensive and crucial HRM practices are also influenced by the government itself which makes it harder for both the natives and the expatriates to have an interactive socio dynamic environment in an organization. Most of the private sectors are family owned business and the rest are owned by Western expats. However, weak structure literature exist when it comes in creating an understanding to discuss about how well do expatriates perform in Qatar, whether they feel obliged towards the benefits of the organization or are they driven to work due to external pressures such as survival of the fittest. There have been several concerns regarding lack of relevant literatures to exhibit a broader understanding of the managerial practices and concerns at Qatar. However, the existing literature regarding GCC on the basis of managerial practices and cultural context can be taken in account to create a general understanding about such contexts. This dissertation is produced with a deductive approach. The researcher creates hypotheses where existing literature on cultural, managerial and economical context of GCC and Qatar is compared and contrasted with relevant literature on motivational theories. The hypotheses which will be derived from this will create an understanding on the possibilities of existence of low intrinsic level of motivation existing in a private sector in Qatar. This dissertation will also
18
provide the limitation faced during the progression of the dissertation and possible recommendations. Proposing a larger sample size would have given accurate level of response rate which would have proved the reliability of this study. However, due to the time and scope of this dissertation, the participants or respondents will be taken from an automotive firm owned by the natives of Qatar. The firm which is being considered in this dissertation is to be discreet for confidentiality and privacy concerns. Therefore the company will be termed as ABC automotives; a progressive family owned business in the private sector in Qatar. The concerned group have got well established business locust in Qatar as well in the neighboring countries such as Oman, Baharian dealing with wide range of industries such as Automotive, Jewellery, Exchange, Investments, Properties development, Marine services and Hospitality with affiliates such as resort development company, construction development company, and Al Arabia co (trading and construction). The concerned organization group has been well recognized for their customer integrated service, quality and excellence. It has been well recognized for its extensive business operations in the automotive industry. They are recognized as the authorized dealers for major luxury cars. Majority of the employees in this automobile company at present are expatriates from Asian Indo Pakistan region (AMEInfo 2008). The staffs of this organization are found in almost all levels of management (Senior Level, Middle Level and Low Level). This dissertation will focus on the respondents from all levels and departments. 1.3 RESEARCH OBJECTIVES: 1. This dissertation will create a pragmatic platform creating an understanding regarding the general prevailing consensus about motivation and its relevance in organizations. 2. This dissertation will discuss the prospects of GCC and Qatar, cultural and managerial practices.
19
3. To determine the extent to which non monetary incentives are evident in Qatar. (Current condition of Asian Expats and Private sectors in Qatar). 4. Ascertain if offering non monetary incentives would have a positive impact on them 5. This dissertation will determine the relationship between non monetary incentives and employee motivation and performance in private sector in Qatar. 1.4 RESEARCH QUESTION: As discussed previously in the research objectives, this dissertation scopes on the following questions: 1. Why Asian expats in Qatar prefer intrinsic motivation? 2. Are expatriates satisfied to work in private sector in Qatar? 3. Does the use of non monetary incentives have positive impact on employee performance? 4. What are the possible recommendations? 1.5 DISSERTATION STRUCTURE: CHAPTER 2: Literature review shall discuss about all the prominent literatures on motivation, types and critics of motivation and why employees need to be given intrinsic over extrinsic type of motivation, general context on GCC and Qatar in terms of cultural and managerial practices, prospects and soar of expatriates in private sector in Qatar. Hypotheses will be created regarding where the use of monetary incentives would have an impact on employee motivation and performance. CHAPTER 3: Research methodology provides a framework on the methodology employed for this dissertation (The reason why a web based questionnaire has been used and how the methodological process was derived).
20
CHAPTER 4: Research findings, analysis and discussion shall state down the research findings. Discussion would engage in answering the research questions through the analyses provided in the previous chapter.
CHAPTER 5: Conclusion will outline the whole dissertation, recommendations and provide limitations faced during the research.
21

CHAPTER 2: Literature Review:
This chapter will produce an overview on the relevant motivational theories and GCC and Qatars management practices and context. Hypotheses will then be created on the grounds of the referenced literature reviewed below. 2.1 Motivation: It is the process that account for a persons intensity (i.e. how hard a person tries to meet a goal), direction (i.e. the kind of effort channeled towards organizational goals) and persistence for attaining a goal (how far an individual maintains effort toward a particular goal), especially for organizational behavior, toward achieving an organizational goal. According to Luthan (1998) & Higgins (1994), motivation is a process that starts with a physiological deficiency or need that activates a behavior or a drive that is aimed at a goal incentive. The major challenge faced by the organization is to identify its employees values and goals are and the point where it overlaps with the firms objective. Though monetary motivation do act as a first preference to the employees, intrinsic motivation has been important in detecting the variables that affects motivation in the workplace. Motivation in the workplace is been often described as being intrinsic or extrinsic in nature (Sansone & Harackiewicz, 2000). The importance of motivational theories is that those theories help the organization to understand the psychological needs of the individual and how the firm can direct them accordingly. There are different types of theories, but each of them is complimentary to each other (Samson and Daft, 2002). These theories are broadly classified into three major categories. These are: Content theories. Process theories.
22

Reinforcement theory.
Content theories focus on the underlying human needs and this gives enough understanding to the human needs like money, social life, family life, achievement and recognition for a good job etc. Process theories deal with the kind of process to be followed that can influence individuals behavior. This kind of theories focuses on the interactions with their work environment and it considers whether or not an individual wants to exert effort on the job or not. Lastly reinforcement theory discards all these kinds of processes of understanding the need of the employees and believes in working through coercion and paying money in the end (Kasser and Ryan, 1996). While considering this dissertation, the reinforcement theory will be considered in the hypothesis as gradually, the literature review produces a description on the Middle East context and its backgrounds in terms of geographical implications and managerial practices. 2.2 Motivational Theories: This dissertation will consider some of the eminent motivational theories which are considered as the basic by most of the organizations. These theories include: Victor Vrooms expectancy theory, Maslows theory, and McGregor X and Y theory and Herzbergs two-Factor (MotivationHygiene) Theory. 2.2.1 Expectancy Theory: In Vrooms (1964) expectancy theory, he has indicated which of the labor market effort leads to the accurate performance and which of this performance can be given recognition or rewards. The question that is been put forward is what kind of reward is been offered to the employees; is it good or bad or more specifically is the reward worth of the performance or not? This theory helps the managers to understand the importance of rewarding the employees and most importantly the positive rewards as these will motivate the labor market and enrich the same as well. This theory also puts forward the expectation of the labor market. The labor market expect and need to be rewarded according to the level of performance that they provide to the organization and the kind of reward that will motivate them to enhance their skill and capability and increase their productivity as well (Sims, 2002).
23
Labor market also expects the organizations to have a fair compensation systems and that will suffice both their skills as well as the labor market. In other words the expectation of the labor market is to have such a compensation system in the firm that will act as a motivator. These kinds of compensations are also known as value-added compensation including both financial i.e. salary, incentives and commissions and non-financial i.e. insurance benefits, employee recognition programs, vacation benefits and field work hours (Legge, 2005). Expectancy theory puts forward a clear context for which labor market must feel confident that all their efforts nurtures to some rewards that they receive. But, this also raises the issue of parity as a vital factor in order to retain and produce valuable work for the firm. This concept of equity has got three major divisions. External equity means the degree to which the employers pay the employees in alignment with the external market and internal equity means the degree to which the managers differentiates the pay between labor market on the edifice of the performance projected by the employees and personal equity which ensures the degree to which the labor market are compensated or rewarded according to their personal performance (Dean and Snell, 1993). It is further suggested that the labor market should be dealt with the personal equity system as this will discard any kind of confusion and partiality in the organization (Gomez-Mejia and Welbourne 1990). According to Ratzburg, 2001, as depicted in Figure 1, this theory focuses on all the determinants i.e. expectancy, instrumentality and valence are complementary and dependent on each other and a low value in one will lead in a low value of learning motivation. Thus it is necessary to have all these three factors to be present in an organization in order to provide confidence to the employees and keep their morale high.
24

Figure 2.2.1: Expectancy theory (Vroom, 1964).
2.2.2 Maslows Theory: Maslows well known motivational theory of hierarchy has been published in 1954; this theory portrays how people satisfy various personal needs through their work. This theory depicts the basic human psychology that works in and out of the work premises and also identifies those needs as well as the satisfaction. Maslows theory is been illustrated in a form of pyramid. The bottom step depicts the basic survival need of an employee like food, shelter and clothing; the next higher step depicts safety which means security, stability in life and society, protection from uncertainties through a permanent income from the job, third step analyzes the social needs of a person in order to escape from the fear of isolation and inculcating a sense of belongingness; when he or she attains all these three needs in the life then he aspires for self-esteem where his mind is more concerned about recognition, power, position in the society, self-respect and social status; lastly the pick of the pyramid depicts the top most desire of a person i.e. self-actualization and at this level an individual craves for things that will fulfill his potentialities and accomplish his desires and thoughts fully.
25

Figure 2.2.2: Maslows theory of needs (1954)
Source: Maslows Theory of Hierarchical needs (1954) It is imminent from Maslows theory that peoples behavior is mainly controlled by both intrinsic factors like the aspiration for achievement, recognition, actualization and extrinsic factors like support, care and others approval. He further states that both these factors are required to reach to the level of self actualization; money alone cannot satisfy all the needs of an individual (Gorman, 2003). This theory of Maslow has also emphasized that humans have the unique ability to make their own decisions and implement those according to their freechoice. Extrinsic motivation helps the employees to meet the needs, but intrinsic motivation triggers the need to do the job more productively (Collier, 1994 and Brophy, 2004). Moreover, this theory also asserts the fact that higher order of needs can only be satisfied if the lower order of needs is fulfilled. 2.2.3 McGregors X and Y theory: The last theory is the theory of X and Y of employee motivation. In theory X the management presumes a negative thought about the employees
26
that they are inherently lazy and have got no creative ideas to do a task until and unless they are being deliberately pushed and they always have a tendency to avoid the work (Papa, Daniels and Spiker, 2008). Theory X demonstrates authoritarian and repressive style management and posses tight control and strict culture. Theory Y on the other hand stands against theory X. It assumes that those workers are ambitious, capable of taking decisions, can control and regulate and have got empowerment and autonomy in their stride. They are meant to enjoy their work and they are observed as futuristic in their thinking. In theory Y it is been presumed that the managers believe that the employees have the power of solving problem but it is the problem of the firm that it cannot utilize the talent of the employees properly. Hence, it is a must for the management to provide enough motivation so that the employees can work productively (Mc Gregor, 2001).
Figure 2.2.3: McGregor X and Y theory (2001)
Source: McGregor (2001) X and Y Theory
27
2.2.4 Herzbergs Two-Factor (Motivation-Hygiene) Theory: Federick Herzberg, the pioneer of this theory has asserted that an individuals relation to the job is basic and that the success and failure of the person depends on the attitude toward work (Herzberg 1966; Herzberg and Snyderman 1959). In this theory he has realized that the opposite of satisfaction is definitely not dissatisfaction; rather there are two other steps i.e. satisfaction to no satisfaction and the other from dissatisfaction to no dissatisfaction. He calls the first sector of factors as motivation factors and the second hygiene factors. If the hygiene factors are not being met then it leads to dissatisfaction in the job. This includes quantity or supervision, pay, company policies, physical working conditions, relation with others and job security. Motivation Factors are on the other hand intrinsically rewarding factors in the organization such as promotion and personal growth opportunities, responsibility, recognition and achievement. While there are also employees who are not dissatisfied because of the favorable hygiene factors but were empirically found not motivated due to lack of motivational factors. Thus the performance of such employees were directed to the interest of the pay rather than developing a sense of recognition to become more goal oriented in the organization so as to increase the marginal productivity of the organization
Figure 2.2.4: Herzbergs Two Factor (Motivation Hygiene) Theory:
28
2.2.5 McClellands theory of needs: McClellands theory of needs has got similarity with Maslows theory as both of them prioritize the concept of needs. His theory consists of majorly three needs. These are: 1. Need for Achievement: this is the drive to perform efficiently and excelling in the job and to attain in relation to the standards. According to him the achievers have got some preferences as they tend to seek rapid feedback on performance, they like tasks of intermediate difficulty and inclines too accept personal responsibility for success or failure. Critical point of view of the scholars determine that high achievers does not mean to be a good manager and again low achievers can be trained and can be put up to the standard. 2. Need for power: it is the power to make others behave in a way they would not have behaved in general. People with high powers may not have to have an imprint on others or be influential. But this power surely enhances them to place them into a competitive and status oriented circumstance. 3. Need for Affiliation: it is the craving for having friendlier and close interpersonal relationships. Affiliation here means to strive for friendship, preferring cooperative situations and having the desire for friendships with a high degree of mutual understanding. According to this theory a good manager is the person who opts for more power and less affiliation. 4. Need for survival: While comparing with Maslows theory, the need for survival can be interpreted with the security and physiological needs as explained by Maslows. Every employee need both biological and physiological needs such as basic survival such as air, food, water, shelter, warmth, sleep, health, etc. Following to which the security needs develops which are freedom of religious or personal conflicts, law and order, limits and stability etc. These are the basic necessities demanded by current and new staffs in the
29
organization as they serve as the foundation of every employees interest in working in that organization. Figure 2.2.5: McClellands theory of needs
2.3 Why Motivation? According to Tarkenton (2012), people dont change the behavior unless it makes a difference for them to do so. Employees need to be motivated so that they can add value to the organization. All over the world, as globalization has taken a big space, the employers have now started to realize the importance of workforce in the organization (CSB 2011). Sustaining in this world of competition and volatile market is obviously a challenging factor for any organization. For the long term success of the organization, motivation, which drives employees for better performance are the intricate factors. Motivation in short is needed in order to drive away job dissatisfaction from the mind of the employees. Scholars like Tietjen & Myers, (1998), feel that motivation differs from person to person. Vroom (1990), recognizes that the major factors behind motivation are rewards, need, wealth, participation in the decision making process, opportunities of achievement and better
30
prospects. Moreover, maintaining the competitive advantage, the organizations and as change is a constant factor in this world it is important for the firms to adapt to these changes that can act as the sources of motivation (Sydanmaanlakka, 2002; Ford, 2005). But, as this causes enough involvement of investment, employers are relying more on technologies and downsizing the number of employees or employing temporary workers in the organization (vroom, 1990; Blodman & Deal, 2003). It has been further criticized that in none of the employee contract agreement it is mentioned that the employees are safeguarded from being stressed, dullness and dissatisfaction. But, as we all know that in order to fulfill the goal of an organization, both the management and employees need to be determined and involved in the process. Scholars like Vroom (1990) and Bacal (2004), assert that management should detect and deliver variety of desired expectation or needs of the employees and provide those accordingly that will match the core values of both the employees and the organization. In order to achieve this it is the responsibility of the employees must evaluate employee suggestions scheme and must aim at fulfilling the required needs and skills. Organizational performance can be enhanced through motivation as it is claimed by Yeo (2003). 2.4 Importance of Intrinsic Motivation: Intrinsic motivation can be defined as having a driving force or free will from inside because of some inherent satisfaction. A person can be recognized as intrinsically motivated when he or she is moved to act for the purpose of attaining a challenge or inner thrust but not out of any external pressure or monetary rewards (Ryan and Deci, 2000). It is not plausible to claim that intrinsic motivation is the only kind of motivation, but it is surely persuasive and holds and creates an impact on an individual as it is an inborn instinct of human beings in their healthiest states to be active, inquisitive, curious and playful with a natural behavior of facing challenge, exploring the unknown to learn and this does not require extraneous motivation, rather the organization should provide with the opportunities to the employees to develop (Pelletier et. al, 1995). Extrinsic motivation focuses when an individuals behavior is performed to attain externally administered incentives. While extrinsic motivation is delivered to the employees
31
when he or she attains a particular goal in terms of the task provided to them, intrinsic motivation provides ample space to the employees to show their creativity and their voluntary leadership in the workplace (Ryan and Deci, 2000). This intrinsic motivation has also been termed as psychological motivations. According to Ajila (1997), an intrinsically motivated person is always committed to his or her work and will show effort which will fetch him the reward in the job. Though it has been eminent that globally that good remuneration has been accepted as a policy that will draw the best employees to the organization, but the performance of the employees at one level can only be increased through the intrinsic motivation. This is the level of self-actualization. The firm should recognize who are its outstanding performers and the employer should provide additional training, make the job interesting for them, their opinion should be heard, job enrichment, promotion, recognition, award etc. Intrinsic motivation has got the power to make an employee feel his importance in the organization. Hence, it is very much important to evaluate the performance and understand the motivational need of the employee. Intrinsic motivation can be best provided by understanding the psychology of an individual. According to Vroom (1964), performance based reward always motivates employees to a great extent as this creates a positive attitude of the workforce towards the employers and the job. Luthan (1998) further explains that in any organization motivation cannot be counted but it is always that the behavior of the employees that it is understood whether the employees are satisfied or not. Staff training, managers sharing information with the subordinates, also enhance motivation to the latter to a great extent (Olajide, 2000). In an article, Anderson (2012) has asserted four ways how major ways how in todays scenario of globalization, employers are focusing or if not how they should focus on. Knowledge can be a strong intrinsic motivation. Employees who are in pursuit of further knowledge should be sponsored by the firm and later on the organization can avail that knowledge in its own growth and development. Responsibility not only offers high pay but also gives a sense of power in the mind of the employees. This is a stupendous way of bringing in the inherent motives of the
32
workforce. As mentioned earlier recognition is one of the indispensable factors that employees of each level desire and the organizations for the better performance avails that to the staff. Accomplishment is another vital term in the list of intrinsic motivation. One of the company case study forecast that even a car-rental desk manager can derive a strong feeling of accomplishment for helping stranded motorist just as a nurse. That firm later reminds this act of the employee and gives him reward. This enhances the confidence in the employees. McCann (2000) argues in support of intrinsic motivation that in the long run extrinsic motivation is not as useful as intrinsic motivation. According to a survey conducted in March 1998 by The Gallup Organization Inc. and Carlson Marketing Group Inc. of the 2000 employees in a developed nation like United States of America, where over 82% of the employees said that recognition and praise and the theme of self-actualization i.e. intrinsic motivation works more intricately than extrinsic motivation and only 17% employees said that they find extrinsic to be more powerful than intrinsic in order to perform effectively (PFI, 2002). Another survey of AEIS in the year of 2000 has proposed the same kind of argument where the employees said that the cash motivation in terms of bonus did not help them a lot for improving their work performance (American Express Incentive Services, 2003). David Saxby (2002) asserts that cash incentive is costlier than intrinsic motivation. He indeed draws attention to the fact of motivating employees that recognition comes in many forms and even a hand written thankyou letter might show enough encouragement for better performance in the job. Wiscombe (2002) argued that people really want to be recognized for their contribution in the organization. It is imminent in one of the company case study that an employee gets extra pay for his performance in the job; but it would have been more positive if the company would have offered him a family ticket for vacation. It would have been better for a father to take his daughter out for a vacation on her birthday. So it is not only cost effective but it creates a bond between the firm and the employee (Bob Nelson, 2001).
33
2.5 Understanding the Middle East/ GCC Countries Context: While considering the Middle East, several versions have depicted a different regional outlook of the region. Some versions refer the Middle East as a region centered at the eastern Mediterranean basin (see Britannica 2012). Most common version of the Middle East is constituted by countries as Qatar, Bahrain, Kuwait, Iran, Saudi Arabia, Yemen, Dubai or United Arab Emirates (UAE) and Oman; also known as the Gulf Co-operation countries (GCC), excluding the republic of Yemen (see Al Maktoum, 2012; gcc-sg, 2012). Islam is the main religion practiced with almost 95% of the population practicing it. Taking in consideration about their prospects, highlights were developed on their proven oil and gas reserves. Over the past few years, there has been substantial growth in the economic demography of the GCC countries. Recent analysis by Crescent Petroleum (2012) compiles a data that exhibits that the GCC countries acquires 40% and 56% of the worlds conventional gas and oil proved reserves respectively; followed by abundance of unproved and undiscovered reserves. Other studies and reports highlight about the total world crude oil exports on which the GCC countries have been substantially emerging (British Petroleum, 2012; crescent, 2011; EIA, 2011; Ibrahim & Murriel 2009). The GCC was recognized to capture 25% of the global crude oil exports and to retain 18% of the Worlds proven gas reserves in 2011. Saudi Arabia possesses 38.7% of the total world crude oil reserve, followed by Kuwait with 15%, UAE with 14.3% and Qatar with 4% (Khawaja 2012) and while taking in consideration about the share in terms of gas reserves, Kuwait posses 3.2% of share in gas reserves, UAE with 11%, Saudi with 14.5%, Oman with 2% and Qatar has the LIONs share with 47% of share in terms of global gas reserves. According to the AMEinfo report (2012), oil revenue for GCC is expected to attain a record of $572bn in 2012, as per the institute of international finance.
34
Table 2.5.1: Oil proved and Gas reserves at the end of the year 2011.
Oil Proved Reserves At the end of 2011 Thousand Million Tones North America South America Europe & Eurasia Middle East (GCC) Africa Asia Pacific 33.5 50.5 19.0 67.4 17.6 5.5 Thousand Million Barrels 217.5 325.4 141.1 497.4 132.4 41.3 13.2% 19.7% 8.5% 56% Share of total
Natural Gas Reserves At the end of 2011 Trillion cubic feet 382.3 267.7 2778.8 1208.4 Trillion cubic feet 10.8 7.6 78.7 34.1 14.5 16.8 Share of total 5.2% 3.6% 37.8% 40.3% 7.0% 8.0%
132.4% 513.2 2.5% 592.5
Source: British Petroleum (2012) statistical review. Demand for natural gas around the world has accelerated tremendously when compared with crude oil. The international energy outlook projections (2012) displays the forecast of the compound annual growth rate (CAGR) demand observed to be progressed to 2.7% per year from 1973 2011; while crude oil remained 0.9% in terms of the CAGR demand throughout the same period. Global demand for natural gas is predicted to increase at an accelerating rate of 1.8% per year; compared with liquid fuels continuing at 1.4% up to 2035 (EIA 2012). This projection when compared with regional benefit of the GCC demography (oil/natural gas resources and reserves), international operations and global expansion of the GCC has been expanded to a higher stand. The expansion of the gas industry in the Gulf Region itself will
35
continue to be immense, due to the rapidly growing power requirement of the GCC population and increasing substitution of gas as a primary fuel for power generation around the world due to lower cost of natural gas on an equivalent basis, efficiency considerations, and environmental considerations. (Cresent 2011). But a criticism was put forward by the World Bank (2012). Countries such as Saudi Arabia, Qatar, Kuwait, Dubai (UAE), and Libya were favored by an increasing GDP as an outcome of high oil prices. Even a forecasted decline in 2006 in oil prices were overcome with the rising oil price. However, organization for economic and development (OECD) projects poor import demand. Perhaps the prediction for both kinds of the economy in the region underlie under the concerns of security (Economists Intelligence Unit Views Wire. 2004) creating unstable and negative implications for Foreign Direct Investment (FDI) in the GCC (for details, refer Al Iriani and AlShamsi, 2011; Arab News, 2012; Ibq, 2011 ). Regions that rely on sectors such as hospitality, merchandise exports, tourism and agriculture face this concern more severe than oil producing regions of the GCC. A direct quoting from the Ibq (2011) report states In spite of the improved economic conditions in 2010, FDI flows to the GCC region registered a drop of 15.3% compared to 2009. Lingering caution by private investors in the wake of the financial crisis, constrained credit to the private sector, and the suspension, cancellation or completion of a number of mega-projects that had hitherto been responsible for sizeable investment flows, are cited as major contributing factors. While looking into previous researches, many researchers have plotted different factors in comparison to the above made statement (Abed, 2003; Looney, 2003; Abdelkarim, 2001; Shaban et al, 1995; Budhwar and Mellahi, 2006). Such factors include: 1. Conserved political reforms. 2. Lack of incorporation into the global economy. 3. High unemployment rates. 4. Heavy and strict restrictions when it comes to trade.
36

5. Unsuitable exchange regimes.
6. Superiority over oil industries and sector. 7. Lack of privatization. Further to explain, the kind of political system, the government seems to be projecting slow contributions to economic development of the region. Budhwar and Mellahi (2006) further explain that there is a high influence of traditional norms and monarchies dominating almost all regions of the GCC. The market and other commercial sectors (including sectors such as IT, manufacturing etc) are heavily dominated with weak local entrepreneurial cultures, internal concerns regarding legal framework, and uncertain political domination (Talib, 1996; Abed, 2003; Budhwar and Mellahi, 2006). 2.5.1 HRM developments in the GCC: Apart from few consistent literatures such as Issues and future challenges of Human Resource Management (HRM) in Turkey (Aycan 2001), Saudi Arabia management practices (Mellahi and Wood, 2004; Al Salman and Robertson, 1982), Kuwaitis employee policy (Al - Enezi 2002), Challenges for employment in the Arab region (Shaban et al, 1995), Middle Easts new interest in HRM (Murphy 2002) and few literatures on women empowerment and management related concerns (Aycan 2004; Izraeli 1987; Metle 2002), the GCC possess less existing literature that would describe any systematic analysis or a comprehensive image regarding the dynamics of HRM in such region. Emerging an understanding about the GCC developments in HRM can be achieved with thorough search through the past researches. For example, several researches and considerable amount of relevant literature highlights poor efforts practiced to understand the Middle Eastern management styles, efficiency of cross cultural consultation, Influence of Arab culture in management, influence of Arab values on management systems, socio cultural similarities in countries such as Qatar, Kuwait, Egypt, Morocco and Turkey classified to be extremely group oriented, masculine and hierarchical, and development of management practices under the strict consideration of Islamic laws (sharia law) and Arab environment (Ali 1996; Ali 1995; Al
37
Faleh 1987; Bakhtari 1995; Mellahi 2003; Elsayed and Buda 1997; Hunt and At Twaiijiri 1996). As discussion and review into each research is beyond the scope of this dissertation and considering the limitation of literature available on Middle East/ GCC, an understanding can be created that the management systems being practiced in the GCC are considered to imbibe local cultural norms and restricted participation in decision making (See Hofstede 2001, Budhwar and Mellahi, 2006). 2.6 Overview on Qatars HRM Perspective: Looking into several well established empirical literature that recognizes HRM to play vital role in the increasing the prospects of success and competitive advantage in global markets (Sparrow 2012; Brewster 2007; Kathy et al 2001; Rowley 2012), Qatar have been prominent in investing in significant effort in HRM practices. Qatar is transforming into more wide open economy making its economic platform more reliable for new investors and globalizing their operations abroad as well. Budhwar and Mellahi (2006), in support to this, states that Qatar, in examination to this scenario, explored that it is vital to emphasize best practice of HRM that would have the capability to develop and utilize labor productivity appropriately. However, understanding the Middle East/ GCC context in terms of cultural influence and value systems, it is emininent that HRM must act as an instrument to economic and social changes in such way that it may substantially coincide with Qatars political and macroeconomic stability and new economic orientation (MEED 2010). Concerns as such have led Qatar to strive for a redirection of its Human Resource Development (HRD) to a more realistic and future oriented objectives with a guarantee of developing dominance in problem solving and skilled professionals. But improvising the HRM standards and practices can be restricted by the current political and social scenarios. Needless to say, financial and other manpower assets such as qualified teachers, managers etc equally require a sizeable (if not completely) proportion of a pragmatic HRM practice (Al Faleh 1987; Fergany 2001; FASSJ 2007; Budhwar and Mellahi 2006). 2.6.1 Prospective Background: Qatar has been under the Al Thani emirate since the mid 1800. The population currently prevailing in Qatar is about 1,951,591 (July 2011 est.) with 40%
38
of the population being the natives and 77.5% of the population following the Islam religion. The kind of Legal system that is practiced in Qatar is mixed with civil laws and the Sharia law (Islam) (for details, refer CIA world factbook 2012; NationMaster 2011). The prosperity and wealth of Qatar was highly observed with a GDP real growth rate of 18.8% and GDP purchasing power parity of $184.3 billion. As mentioned earlier, substantial increase in demand for oil and gas has supported the economic growth of Qatar has helped in progression of its GDP since 2010. Roughly 85% of export income, 70% of government revenues and 50% of GDP is accounted for the economic policy of oil and gas while private and foreign investments on non energy sectors are focused separately. As per the recent statistics by British Petroleum (2012), proved oil and gas reserves in excess of 24.7 billion barrels and 25 trillion cubic meter respectively, enables continues output at current levels for 60 years. Qatar is likely to accelerate large infrastructural projects such as metro systems, skyline infrastructures, high invested football stadiums, infrastructural acceleration, and causeways etc as a result of the successful world cup bid in 2022 (see CIA world factbook 2012; Morison Menon 2009; Daily mail 2010). Ever since the 20th century, Qatar has invested substantial high investments in efforts of developing their human resource development (HRD). The public sector is responsible in managing the HRD programs with a foundation of wide networks of social services, guaranteed employment for natives, substantial salaries, tax free (except nominal business tax) and substantially liberated amenities such as water, gas and electricity (Budhwar and Mellahi 2006; CIA world factbook 2012; UNDP 2012). The price of petrol, diesel and kerosene has increased more than 25% in 2011. However, despite the hike in government subsidized products, it still remains cheaper and affordable while comparing with other countries and few GCC countries (Shurafa' 2011). More to portray its fruitful efforts in HRD, recent UNDP2 statistics (2012) state that despite poor quality of education, traditional work culture and organization environment, Qatar is now considered as the country with high HRD. With high relevance given to the oil sector, Qatars economy is dominated under the operations of oil and
UNDP investigates the prospects of a country in four dimensions: A) Life expectancy at birth, B) Illiteracy, C) Enrollment rates, and D) GDP per capita.
39
gas industry, making it the country with the highest per capita income in the world (CIA world factbook 2012; NationMaster 2012; Sambidge 2012). Further to add, Qatar accelerates in attaining the largest liquefied natural gas (LNG) producers in the world. Qatar is in stiff competition with Australia in terms of being the top LNG producers. While Reuters (2011) reports that Australian liquefaction is predicted to progress 100 million tons per year by the year 2020, while Qatar is mostly fixed at 77 million tons until 2015. A core reason to this was the moratorium on expansion in Qatar (see John 2012) for which Australia would reap the advantage of boosting up on the race. But considering the BP statistical review (2012), Qatar production in LNG is 25.8% and the trade movement export is 102.6 billion cubic meters while Australia contributes 9.4 % of exports. Considering Qatars flexibility in gaining a healthy surplus due to the advantage of high productivity and exports, Qatar may still posses to gain the top LNG producer attire. 2.6.2 Attractions for Foreign Direct Investment (FDI): At present, the government is dedicated to create an influential environment for foreign finance. Considering the prospect above, the business surroundings is thoroughly favorable to FDI. Abundant and affordable energy supplies and resource, reasonably priced infrastructure, firm base in petrochemicals over a decade, literate labor force (basic education if not skilled qualification), wealthy capital to supply partial (if necessary, large amount) investment to FDI, declined inflation rates, and free enterprise oriented economy with minimal government reference (excluding oil industry) can be considered as the pillars of strength making Qatars business environment one of the recommended destination for FDI. However, EIU (2006) and ESCWA (2008) reports consecutively stated that fluctuations in FDI flows were detected as a result of unstable political laws and thereby, attractions were empirically found in medium sized enterprises (SMEs) than an in Large Multinational Enterprises (MNEs). Thus, FDI were commonly were influenced by private sectors in Qatar where government interference was minimal as due to the liberalization of the economy was consulted since 1990 (were foreign investors could exercise full ownership) (Fadhil et al 2012; Sauvant et al 2009; Budhwar and Mellahi 2006). However, another consideration to give is that the dynastic family entrepreneurs who constitute a larger
40
proportion in the private sector posses the immunity to execute a contract thereby making harder for the foreign firms to calibrate their global managerial practices in Qatar has it needs to consolidate with the cultural and traditional practices. 2.7 Why Qatar Needs Expats? Current Situation of private sector and Asian (indo Pakistan) Expatriates in Private Sector: There have been several literatures that describe about industrialization, globalization and International Human Resource Management (IHRM) (Shuin 2007; Salcido 2008; Scholte 2005; Briscoe et al 2012).Understanding this; Qatar has produced an influential platform to assign expatriates to most of the sectors and designations. While defining expatriates3, this dissertation is wishing to scope on the migrants who travel from their country of origin to Qatar for long term or short term residence and work, as they too are classified as expats or foreigners (Richardson and Mckenna 2003). 90% of the expats are mostly originated from the South and Southeast Asians; while Palestinians, Lebanese, Syrian and Iranians and about 12,000 private U.S citizens reside as well (UDSDA 2012). Dynastic business families and expatriates (largely Arabs from Egypt and Jordan; Asians, majorly Indo Pakistanis) were the two handful groups who carried out the early stage of industrialization process. The public sector is mainly constituted by the Natives and other GCC locals while the Asian expats have been the main contributors to the private sectors. The private sectors in Qatar are generally small medium sized sectors (Budhwar and Mellahi 2006). Most of them are family owned business and a few are American and European based firms. The influence of western expatriates is found majorly in Oil industries. A recent local newspaper article (The Peninsula 2011) reported that the ratio of expatriates in the private sectors have accelerated to 99.3%. Despite regulations which demanded 20 % of Jobs to citizens at the private firms (Qatar embassy 2010), nationals and expatriates find it competitive to enter into both public and private sectors. While at one side the government encourages localization (Gulf News 2008) to balance the growth and
3
Expatriates generally described as a person migrating from the country of citizenship to another country for the means of long term residence and work. In the context of GCC and Qatar, every person apart from the Qatari citizens is considered as foreigners or expats (Richardson and Mckenna 2003).
41
development at the public sector where the government could exercise reasonable practice to comfort the native employment and to maintain foreign relations, and on other hand, acceleration in Asian expatriates are colliding with the natives entering into the private sector with demand of at least 20% of job reservations in both public and private sectors. Labor ministry allegedly blames the private sectors for not attracting the locals in order to fill in 20% or more jobs in, but the latter produces a description (as cited in The Peninsula 2011) claiming that the preference for the locals are driven towards public sector due to the benefits provided such as extensive salaries, convenient working hours and substantial social security schemes. According to Toumi (2011), private and semi-government sectors are disappointed due to the recent pay hike. The NHRC (2011) stated that monetary incentives such as increments in salary would enhance the productivity of locals in public sector. While this, MOE (2012) and Randeree (2012) also support by claiming that healthy participation of nationalization in private sector is to be maintained so as to encourage participation of the indigenous population. Simmons & Simmons (2012) cites that according to the Labor law (No. (14) Of 2004), initiatives to emphasize Qatarisaion for private sectors entities is to be maintained. With this, entrants from the indigenous citizens into private sector have been observed to be accelerating and that too with similar monetary incentives (if not more) as offered by the public sector so as to maintain such aristocratic life standards (Kallinikos 2004). Moreover, Arabs, considering their high living cost and high standards of social security, demand more incentives and extrinsic motivation while compared to the Asian expatriates in the same sector same designation. Most of the private sectors find no competitive and qualified native to work in their firms while compared with the expatriates from Indo Pakistan (Asian) who are qualified both on theory an-d field work (Budhwar and Mellahi 2006). Previous researchers claim that Indigenous citizens of the GCC (Arabs) because of their regional wealth and pride demand substantially high salaries and social security schemes than the Asian expatriates (Fergany 2001; Girgis 2002). Budhwar and Mellahi (2006) further state that prevailing literatures combined together creates an understanding that because of the lack efforts in pursuing youth of Qatar in academic origins, private sectors propound reasonable justification in hiring expatriates who are more qualified,
42
skilled and educated than the Arabs. However, at present the government has taken initiatives to promote education and vocational training to the locals so as to increase their participation in the sectors (Alpen Capital 2010). Emphasis of such persuasion has led the locals to strive and transcend into competitive assets. Although there has been testimonials that local entrants have been limited to the private sectors and more propounded to public or semi public sectors, the relevance of educations and mandatory provisions on emphasizing vocational courses in the recent years have bought a very competitive and aggressive platform. The situation to these Asian expatriates is more than just that much. The reasons of scoping on Indo Pakistan expatriate can be understood as because of the FDIs attractions towards the private sectors. While considering the influence of western expatriates on oil industries which are semi or fully government controlled sectors, the current private sectors are soaring with Indo Pakistan expatriates who are large in number. Certain foreign automotive firms such as Mercedes Benz, Mayback, Mitsubishi, Harley Davidson and Kawasaki are under strategic alignment and dealership with Nasser Bin Khalid (http://www.nbks.com/?page_id=555). As per Article (2) of Law (2) (State of Qatar 2000), foreign investors may invest in all the sectors of national economy provided that they have one or more Qatari partner(s) whose share is not less than 51% . While Sambidge (2009) reclaims those investors can now posses full ownership on sectors such as technical and information technology, cultural, sports, and consulting services, Clyde&Co (2011) state that whether a foreign investment may invest on a company, a branch, and a representative office (foreign investors are restricted in commercial sectors such as banking and insurance etc), a Qatari partner or government or a quasi governmental entity is to be added for them to execute operations in the Qatari economic sector. However, while considering private sectors, the interference of government would be low but one or more Qatari partner is still required. These kinds of criticisms could be another reason for the downfall of FDI in Qatar as mentioned above. One prior reason for FDIs interest in private sectors is because the company would want to enjoy the minimum interference from the government and subsidize fair managerial practices that fit the organizations culture rather than the conformity of the region; but this also
43
requires 51% of Qatari partnership (see State of Qatar, 2000; Clyde&Co, 2011) where these entities practice the managerial and HRM functions within the conformity of the natives. Moreover, having 51% share allows these partners to exercise major rights in manipulating the salient features of HR functions in an organization that could fit the conformity and comfort of the region and locals rather than the organizational culture. One consideration to be given is that the Managerial and HRM practices are more confined with the cultural, political and traditional norms; more of an authoritative practice where employees have restricted participation in decision making and other aspects that can build intrinsic participation or motivation to these expatriates so as to extract maximum potentiality. Although, as before, the government has announced to liberalize the economy for further FDI and foreign investments so as to build regional, operational, and international socio dynamic benefits due to the successful bid in Fifa 2022 Invalid source specified., no further implications or statements were found in favor of such amendments. As till date, all the foreign firms are under 49% of entitlement if they wish to continue their operations in Qatar. Further what attracts these foreign companies is the empirical statistics of having well qualified (both academic and operational knowledge) human assets, who are majorly Asian (Indo Pakistan) expatriates (Budhwar and Mellahi, 2006; Abdelkarim, 2001; Ali, 1995; Bakhtari, 1995; Fadhil, Yao and Ismeal, 2012). These expatriates are available for many types of jobs holding the required qualifications and criterias. Moreover, as mentioned earlier, these expats do not prefer any substantial incentives as the natives would. However, they require a sense well being and fairness in managerial practices at the least to increase their efficiency and rate of performances. The private sector do deploy reasonable incentives (if not as same as or higher than a native at the same job and designation) which allows these expatriates to fit in the organizational picture but fails to extract the maximum potentiality. Decline in foreign investments and foreign calibrations must have occurred due to this sort regime that does de motivate an employee from giving full participation for the organizations benefits. Another one controversial issue is the sponsorship system (also known as Kafala) (See Essaid 2010). As because an expat can only live and work in Qatar for long term (usually up to 60 years), this
44
system is mandatory for foreigners and expats. The Kafala system requires foreigners to be sponsored by a local employer in order to work in the country (Hyslop 2012). It is indeed challenging for expatriates in this context as it is extremely hard to change jobs, leave the country or even rent a home without the permission of their sponsors. Hyslop (2012) also state that the human rights group cities this arrangement as a tool for exploitation and abuse. While government implications have promised to end such system, MigrantRights (2012) states that the undersecretary of the Ministry of Labor demonstrate that the Governments primary interest lies in reforming its reputation than in establishing equitable labor rights. It is indeed unfortunate to understand that time and dedication is given to crafting illusionary public image rather than to establish an authentic framework to protect the rights of these expats (for details, refer MigrantWorks 2012). 2.7.1 Salient features of HRM functions in private sector in Qatar (presented by Budhwar and Mellahi, 2006): Literatures are once again limited in terms of producing a clear picture on the actual HRM practices in Qatar. However, by understanding the above situation of the private sector, it is for sure that the managerial and HRM functions much blended to such kind of norms. Budhwar and Mellahi (2006; 2010), presents salient understanding on HRM in Islamic countries and Islamic perspective. The reason for presenting this section of the literature is because conducting a field survey to investigate current HRM practices in Qatar is beyond the scope of this dissertation and there is almost no much literature describing a brief understanding of the HRM practices being conducted in the Qatar. 2.7.1.1 Research method applied by the authors: Budhwar and Mellahi (2006) conducted a field survey on various economic sectors in Qatar. They have presented a set of questionnaires and data was collected from thirty four organizations form both public and private sectors. Among them, 20 organizations were from private sector and 14 were from the public sector. The questionnaires deployed were to measure the HRM practices regarding Recruitment, Performance Appraisal, Employee development, Manpower Planning, compensation, and separation. The questions were more objective and direct. Example: which performance
45
appraisal methods does your organization use? One of the authors also held a series of interviews to gain insight on these issues and to elaborate the features and findings. The following were deducted in regardance with the current HRM practices held in Qatar: 1. Manpower Planning: Job analyses are conducted were on regular basis they are required to update information of job descriptions and specifications, especially for the public sector as per the Labour law (2002) (qcb.gov, 2002). Simple job structures are performed; mechanical approach. The main sources of information on which they rely for manpower planning for future manpower estimates are voluntary and involuntary turnovers, expected transfers, and skills reservoir. The surplus of labour is maintained by employee downsizing, demotions, and transfers and labour shortages are managed by recruitment and overtime work. 2. Recruitment and hiring practices: Due to the commitment of Qatarization, public sectors give absolute priority to the natives than the expatriates. Where as in the case of private sector, expatriates are more often demanded because their well qualified in education and require minimal external training. Performance efforts of the marginal employees in both public and private sector are confined to the natives. As mentioned earlier, the cultures and practices of both public and private sectors encourage conformity more than creativity. Therefore, a desirable trait demanded by both the sectors is the ability of the employee to conform to such culture and a solid recruitment policy is not maintained in either sector. The manpower needs are extracted from internal and external markets such as agencies. Major source of information used for recruitment and hiring here are application forms and medical examination results. Interviews are only considered if an organization seeks for significance in personality traits and they are usually situational or structured interviews. 3. Performance Appraisal: Private sectors in Qatar majorly use the simple comparative approach where the employees performance is measured with the others and the
46
behavioural approach where the employee has to exhibit his/her behaviour to be efficient at the job. However, the expectation of results approach in private sector is very low. While comparing to the public sector, the frequency of conducting these appraisals are very low. The performance appraisal is conducted annually or biannually in public organizations and every two years in private organization. Usually, direct supervisors do appraisals for their subordinates. Another reason for using these appraisals is mainly for administrative purposes rather than developmental and strategic process. The panel, overall, suggests that these performance appraisal are usually traditional (carried out by supervisors), centralized (less participation of employees; no say), subjective (relies on the supervisors impressions rather than the results), authoritative and confidential. The analysis created by the authors also state that private sectors are more inclined to use the results to downsize the poor performers rather than to train them. Such characteristics might not perform satisfactorily as using the results for administering incentives only may produce negative results rather than positive results. 4. Training and development: Greenleaf (1998) claims that assessing training needs is considered as the most relevant source of employee development and change adaptation. Budhwar and Mellahis (2006) state that both the sectors commonly use questionnaires, interviews and written sources as the tools for training purposes. However, systematic analysis of training needs is very rare. Private sectors in Qatar often adapt measures such as cognitive outcomes (assessing the level of integration of trainees with principles and procedures of the training conducted), or/and skilled based outcomes (using the learned skills on job/field), and/ or affective outcomes (perceptions of the trainee regarding the content and trainers). The return on investment (investment spend on training pays off the company) however is considered to have minimum relevance.
47
5. Salaries and Compensations: In comparison to the mentioned literature review above, the analysis here also state that the natives are exposed to higher grounds of salaries and compensations than of an expatriate doing the similar jobs. Justification given to these grounds is that the natives of Qatar enjoy similar benefits of that of a citizen of a country who pursues welfare state policies. The analysis also state that the oil and revenues are also under the share of the nationals which too is considered to be a reason for such kind of entitlements in benefits. Limitations in the public sector due its absorptive capacity have directed the natives to the private sector were the rate of expatriates is high, majorly Asian expatriates in both skilled and menial jobs. Furthermore, private sectors preference in qualification and governments pressure on 20 % job reservations for the natives in private sector has left a challenging platform for the current expatriates and the new entrants. Private sectors have the immunity in the execution of contracts thereby leaving substantial differences among expatriates who perform similar jobs in private sector and not public sector. While Budhwar and Mellahi (2006) state that Qatar is under the process of re-examining these discriminatory practices in order to be in line with the relevant agreements and conventions, Forstenlechner (2010) strongly argues that HR relevant practices must be in the favour of the natives. Such consensus must have emerged from the issues regarding the troubles faced by natives in getting a substantial job in private sector. However, further implications or improvements to end such salary discriminations have not yet been cited. 6. Separation: A General trend observed by the authors (however, no statistics were disclosed to them) was that private sector has voluntary turnover more than involuntary turnover. Few identified reasons behind this are: Better job opportunities in Public sector (which is very limited to Asian expatriates). Limited Job promotion opportunities at current job
48

Salary and compensation discriminations. Job routine.
2.8 Conceptual Framework (Hypotheses): Figure 2.8: Conceptual framework.

Private Sectors in Qatar
Management Style
Authoritarian repressive management Tight Control of managerial functions Traditional and Bureaucratic managerial practices Practices inclined with conformity of Qatar and Natives.
HRM Practices
Confined HRM Practices Integrated with cultural and economical aspects.
Employee performance attained through monetary incentives.
More refined to fit the cultural and regional perspective than of employee
Turbulence in Employee/ Expat Performance Low intrinsic motivation.
A conceptual framework can be derived from the extraction of the above literatures. Understanding the managerial and HRM practices currently practiced in Private sectors in
49
Qatar, the impact on expatriate performance is consequently affected. While looking into McGregors X and Y theory, private sector in Qatar currently follows the X theory. The management is more authoritative and repressive. There is a high restriction in employee participation in decision making. Another observable theory is that the both the managerial and HRM functions are more confined to the conformity of the regional, cultural and traditional norms. While considering Maslows theory of needs, private sector in Qatar may have been successful in giving a share of the wealthy prospects such as affordable products, accommodations, exceptions in tax, cheap pricing for petrol, fulfilling the physiological needs. But while considering the issues of both HRM and Managerial factors, they both are more confined to the conformity of the regional and cultural perspectives than in an entrepreneurs perspective. Issues regarding the sponsorship system, salient features of performance appraisal and other HRM practices, sense of security seems to be interrupted and interfered causing the other needs unreachable. Monetary incentives for obvious terms are the only motivational factor that drives the employee in producing reasonable (If not efficient) performance for organizational benefits. Other influential factors affecting the performance of these expats are the organizational cultural and working environment starting from the very first sponsorship system till being an own entity. Involvement of one or more Qatari partners who would hold 51 % partnership for the existence of such foreign entities (non Qatari investments). On the other hand, looking into the wealthy prospects of Qatar, one can derive an understanding that substantial monetary incentives can be expected which can, in theoretical, be proved to fulfill Maslows physiological and Safety needs. Also to observe is that with such wealthy attractions for the expats, motives to fulfill only such needs is the prior concern of an employee. Such employee may be motivated hygienic over extrinsic (Herzberg, 1966). If so, such perceptions can allow countless new expat entrants in to Qatars economic platform making it attractive, demanded and competitive simultaneously; thus developing a null and a corresponding alternative hypothesis.
50
1. Null Hypothesis (H1): Offering monetary incentives is not the only preference for Asian Expats in Private sector in Qatar. 2. Alternative Hypothesis (H2): Offering monetary incentives is well preferred by Asian Expats in private sector in Qatar. These hypotheses will then be put in test to identify the possibilities in inefficient expat performance due to existence of low intrinsic motivation. The Research Methodology is explained in the next chapter.
51
Chapter 3: 3. RESEARCH PHILOSOPHIES AND METHODS:

While previous chapter discusses various relevant and available literatures on motivational theories and current bias occurring in Qatar, this chapter will outline on how the research was carried out to deduct this assessment. Reconsidering the objectives which were: To create a pragmatic approach in understanding motivational approaches to employees. To develop a critical understanding about the culture, managerial and economical aspects of GCC and Qatar. To create hypotheses to test the possibilities of existence of low level intrinsic level of motivation in Qatar leading to inefficiency in expat performance. , the research questions that follow can be answered with a considerable systematic approach
Figure 3.1: Research process applied for this study, Source: Quinlan (2011).
Idea of research.
Creating appropriate Research question. Research Methodology selection.
Literature review.
Data Collection.
Broadening the research questions.
Data Analysis.
Answering the research questions.
Conclusion of the research.
52
In the case of this research, the prime idea is the relevance of motivation in an organization. Various factors and theories on motivation and its preference are outlined in this dissertation for building an understanding. While this, this dissertation is aiming to assess what level of motivation is being deployed and the impact of non monetary incentives and intrinsic motivation would have on employee (expat) motivation and performance in Qatar in private sector. Several literatures are reviewed to devise specific questions and the hypotheses. Then, an appropriate method is selected for data collection and analysis and conclusions are derived creating to the completion of this research.
Figure 3.2: Methodological Process
RESEARCH METHODOLOGY
RESEARCH PHILOSOPHY
RESEARCH APPROACH
RESEARCH STRATEGY
RESEARCH METHODS
Positivist
Deductive
Survey strategy
Quantitative
DATA COLLECTION
DATA ANALYSIS
Literature Review
Primary data
Journals, Books, Reports, Websites, Documents from website
Sample
Questionnaires
53
Web based Questionnaires

Figure 3.3: Research Onion, Source (Saunders et al, 2009)
3.1 Research Aim/ Design:

The methodological process has been derived from Saunders et al (2009) research onion. The highlighted black circles are the research design for this research. 3.1.1 Research philosophy: Ontology, axiology and epistemology are the basic variables or elements that constitute a research study. Ontology defines the assumptions and assertions outlined by the researcher. Flowers (2009, p.2) defines epistemology as the theory or science of the method or grounds of knowledge expanding this into a set of claims or assumptions about the ways in which it is possible to gain knowledge of reality, how what exists may be known, what can be known, and what criteria must be satisfied in order to be described as knowledge.
54
Understanding the axiology, it can be defined as the combined study of ethics (notion of rights in an individual) and aesthetics (notion of harmony/beauty). Imperatively, it is genuine to consider various paradigms, epistemologies and ontology while conducting a research. It is eminent that a false platform could be created without developing a peer review onto such paradigms, resulting in adaptation of unsuitable methods developing false results (Flowers, 2009; Saunders et al, 2009). Among the ten philosophies presented by Saunders et al; (2009), this research will circle the positivist paradigm. Positivist is build with a foundation of values of truth, derived from natural science, reasons and reliability. According to Flowers (2009), while considering a positivist paradigm, the Hypotheses is put forward from the existing literature to test and then countered later depending on the outcome of the test. The reliability of this paradigm is gathered through survey questionnaires and is outlined statistically. In comparison, Saunders et al (2009) also supports that greater considerations are given to measurable observations for reliable analysis while conducting a positivist approach. This research will constitute a descriptive study. 3.1.2 Research Approach: At end of every research, consensus on what approach is appropriate for such research arises. Consensus regarding deductive or inductive approach has been applied various researches respectively according to the suitability of deriving accurate results have been applied. According to Spencer (1999, p.1), deductive approaches are comparatively more logical than an inductive approach. Inductive reasoning is part of the discovery process whereby the observation of special cases leads one to suspect substantially, however, not known with absolute certainty. Deductive reasoning is the method where the researcher produces or demonstrates with logical certainty, the principle applied is true. This research will demonstrate a deductive approach as the foundation of this research and its questions have already been put forward. Looking into Collins and Mussey (2009), where they suggest that deductive approach will demonstrate structured questions and are not redefined after data collection, it can be confirmed once again that this research will conduct a deductive approach for the reliability of the research. The following table would give a brief idea on the differences between deductive and inductive approaches.
55
Table 3.1: Differences between deductive and inductive approach .
DEDUCTIVE APPROACH
Principle based on natural science. -
INDUCTIVE APPROACH
Developing an understanding on meanings humans attach to events.
Transition from theory to data.

The necessity to examine casual
Close context.
consideration
of
research
Compilation informations
of
qualitative
relationships between variables
Flexibility in outcome and structure according to the progress of the research.
Compilation of Quantitative data. The submission of controls to ensure validity of data
Researcher is a part of the research process.
Minimum concerns regarding the need to generalize.
Structured concepts to ensure quality and clarity of data.
Substantial structured approach. Researcher is considered independent from the research.
Need to specify samples of a size to generalize outcomes.
Further to support, Saunders et al (2009) claim that deductive approach is the most applied paradigms in research if the base of the research is to test a theory. This research will convey on quantitative data so as to rely on the reliability of the data by measuring the responses and
56
statistical display. Moreover, deductive approach to a research is more empirical on quantitative analysis (Saunders et al, 2009; Winch et al, 2011). 3.1.3 Research Strategy: Saunders et al (2009) spot down seven types of research strategy: case study, survey, action research, grounded theory, archival research, ethnography and experimental study. This research will carry out the survey strategy. The main purpose of this research is to assess the existence of low level of intrinsic motivation in private sector in Qatar and to draw a measurable detail on the phenomenon of this research. Due to the limitation of time and scope, this research approves to choose survey strategy through deploying both open ended and close ended Questionnaires. Saunders et al (2009) also state that survey strategy is majorly used while conducting a research with a deductive approach. Survey strategies are considered substantially economical and appropriate for management and business researches as it welcomes high amount of data from a selected or a sample population at a short duration. However, while sending questionnaires, only a limited number of questions can be produced in a questionnaire4, allowing it to focus on few research questions rather than a broad research strategy. Saunders et al (2009) suggests that two of the common methods of a survey strategy are structured interviews and observations. Considering the limitation of location and time, this research will use the method of web based questionnaire. 3.1.4 Research Methods: This research will integrate quantitative method. As mentioned earlier, the hypotheses being created is best relied while devising a measurable analysis. This measurable analysis can be extracted using quantitative method of survey strategy. This method would favor this research in gathering and presenting measurable and quantifiable data for reliability. The below table would give a brief idea on the differences between qualitative and quantitative methods of research.
Although, the number of questions may vary according to the scope of each research, its always pragmatic to consider a count of 10 -20 questions in a Questionnaire to convince the time span of the respondents.
57
Table 3.2: Difference between Qualitative and Quantitative methods.
QUALITATIVE METHODS. Majorly found while conducting an inductive approach. Data are in form of words. Highly oriented to interpretive -
QUANTITATIVE METHODS Majorly found while conducting
deductive approach. Data are in form of numbers. Constitute philosophy. Considered as a later process during the research process. majorly of positivism
philosophy. Considered during the initial stages of a research process.

Source: Bryman and Bell, 2007; Neil, 2007.
While considering the topic, it is however reliable to produce mix methods, were qualitative data are quantized in codes to be re entered in quantitative analysis. Due to the lack of interest, to maintain a sense of discrepancy, and giving consideration to the holy month of Ramadan, the respondents demands to have no interviews so as to maintain discretion of the organization and its employers and employees. However, the questionnaires being deployed to the respondents are open ended and close ended questions giving the researcher the opportunity to receive more reliable and descriptive data which otherwise could have been received using Qualitative analysis. 3.1.5 Cross Sectional Time Horizon: There are two types of time horizons; first is short term and the next is long terms. Considering the time constraints faced by the researcher, this research will possess the cross sectional time horizon which can also be understood as short term. Snapshot method as described by Saunders et al (2009) would favor this research in getting responses at short span of time as cross sectional time horizon are usually conducted while aiming in survey strategy. The scheduled for this dissertation is clearly mentioned in the table below. The time span for this research was under the duration of two months.
58
Table 3.3: Cross sectional time horizon used in this dissertation.
CROSS SECTIONAL TIME HORIZON TABLE July 2012 mid August Mid August 2012 End of August 2012 Data Collection, Data Analysis, Findings and results, Discussion, Conclusion. Literature review, Research Methods.
Phase one was the collection of all the relevant literatures through which the theory of such was to be developed. The literature was extracted from journal articles, books and other published papers and was to be peer reviewed and critically analyzed. Later, the research methodology was developed which is then followed by data collection and analysis, discussion, and conclusion which were the last phase.
3.2 Data Collection and Analysis:

3.2.1 Data for Literature Review: It is imperative that literature review develops a foundation for preparing the primary data. The literature review and the hypotheses (based on the existing literature review) were constructed from published journal articles, other published papers and online sources. The primary data are collected through questionnaires. The questionnaires are prepared through the critical points obtained from the literature review and from both the independent and dependent variable. Most of the resources accessed for the construction of the literature review and the hypotheses were extracted from publically available resources such as Sheffield Hallam electronic library, Google, Google scholar, Emerald, JSTOR, and web of science. The existence of limited literature that could present a broader understanding of and Qatar and GCC context (in terms of producing relevant salient features) has posed a challenging
59
platform for this research. However, Budhwar and Mellahi (2006) produce salient features of HRM functions in Qatar through which this research will progressively construct an understanding to develop the hypotheses. 3.2.2 Primary data: Primary data are data collected by the researcher himself. The data constructed in this research will be acquired through Quantitative analysis. Quantitative analysis is commonly used to give high end reliability to prove or test the hypotheses. Acquiring measurable data for this purpose would favor this dissertation in giving substantial results. Saunders et al (2009) state different types of data which are depended on their precision. They are ranked data, continuous data, descriptive data and discrete data. Dichotomous and nominal data are the sub divisions of descriptive data. As mentioned earlier, due to difficulty in collecting data, only a limited response could be acquired. This research will contribute descriptive data. The descriptive data will involve both its sub divisions which are dichotomous data (yes/ no) and nominal data (Yes/ no/ neutral) respectively. 3.2.3 Questionnaires: Considering the methodological and philosophical approaches devised in this research, this research aims to deploy questionnaires to acquire quantitative results. Saunders et al (2009) state that questionnaires are majorly used while conducting a deductive approach and for descriptive and non experimental research as it favors in recognizing the variables and to amplify the relationship between two or more variables. While considering this, this research will have dependent variable which is Employee / Expatriate motivation and performance and independent variable can be taken as the non monetary incentives/ intrinsic motivation preferred by them. As mentioned earlier, this research will collect data from its respondents through survey strategy. There are two types of questionnaires: a) interviewer administered, and b) self administered. Self administered questionnaires are generally of three types which are internet and intranet communicated questionnaire, postal questionnaire and delivery and collection questionnaire. This dissertation will use web based questionnaires (internet intranet based) as they are considered to respondent friendly. Saunders et al (2009) suggests that the outlook of the questionnaire is what decides the
60
participation of the respondent. Considering the involvement of technology based communication medium, web based questionnaire can achieve this with appropriate layout of questions that appeal the respondent. This dissertation will also use both open ended and close ended questions to grab both objective and insight responses. One advantage of using objective data as mentioned by Dawson (2009) is that it is cheaper to use a web based questionnaire when compared to the traditional postal questionnaire (as it could take longer period of time to receive the responses) and that it would be simple for the respondents to fill the data and to compile the data. This dissertation will use various objective type questions such as Likert scale questions, agree/ disagree questions, yes/no questions). The questionnaires will also have open ended questions which would give reasonable insight response to the question asked. 3.2.4 Sample: The sample in this dissertation will be Asian expatriates working in the
concerned automobile sector along with random expatriates from different organizations in private sector. According to Bryman & Bell (2007), larger sample size will deduct accuracy of the result. This dissertation expects to acquire sample size of 80 to 120 responses. However, receiving responses from all the sample in consideration to the time of August 2010 being a holy month of Ramadan, the response rate can decrease to 20 40% of the sample size.
3.3 Data Analysis:

The data are retrieved from the quantitative methods where informations are obtained from the close ended questions. The open ended questions were analyzed sequentially so as to present a descriptive analysis. The findings will be combined and presented in the discussion. The data obtained through the questions are analyzed in SPSS statistics software (IBM SPSS Statistics v.20). Because of its user-friendly nature, it favored the researcher to quickly score and analyze the data obtained from the web based questionnaires. The approach followed in this dissertation to conduct data analysis will be quantitative approach where the data are collected through the web - based questionnaires. The
61
questionnaires will be sent and extracted through googledocs.com to SPSS5. The questions will be coded as 1 and 2, example: if a respondent answers yes to a question, then it will be coded as 1 otherwise 2. Zikmund (2003) and Bryman & Bell (2007) suggest that coding can be performed for any sort of questions and can be considered as the most appropriate and suitable analysis for questionnaires. The descriptive analysis will be used to asses various opinions of the participants. The cross tabulation method of descriptive analysis is deduced to be the apt approach for this dissertation (Zikmund 2003). The analysis will be based on the questions used in the web based questionnaire.
3.4 Ethical Considerations:

Every research must carry appropriate behavior in relation to the rights of respondents to ensure no harm was caused to the respondents (Easterby Smith et al 2008). During the duration of this dissertation, ethics such as: 1. Solicited consent statement is attached with the questionnaire assuring the complete discretion and also that the participation was not obligatory rather voluntary (Wells 1994). 2. Objectives of the research were informed to the concerned company to enable them to understand the relevance of their participation and the purpose of this dissertation. 3. Exclusion organization name, branch or entities are kept classified for privacy concerns (OLeary 2010). , are considered to maintain the ethical considerations of this dissertation.
SPSS commonly used statistical software for statistical analysis.
62
Chapter 4:
DATA FINDINGS, ANALYSIS and DISCUSSIONS: This chapter of the dissertation produces all the research findings obtained using the methodology described in the previous chapter. According to Zikmund (2003), every study has an objective for developing and producing information and data that the authors study on. Since the data is raw, it needs to be interpreted by readers as well as by the author himself. Therefore the following figure portrays the data analysis process for this dissertation.
DATA ANALYSIS
SPSS
DESCRIPTIVE ANALYSIS (Cross Tabulation)
INTERPRETATION
Figure 4.1: Interpretation of Data. Web Based questionnaires were sent out 80 participants (Asian Expats working in ABC automotive along with some random responses from Asian expats working in different firms in Private sector. From the anticipated sample, 58 responses were received (response rate = 46.4%). All the 58 responses completed all the questions allowing this dissertation to present accuracy in data. While this, various responses to the close ended questions were coded by allocating numerical values so as present database in SPSS for further statistical analysis. Further, the results and data derived are interpreted through cross tabulation (contingency table). Cross tabulation helps in developing interrelation of two variables and helps to find out the association between them (Saunders et al, 2009).
63

4.1 Gender and Age composition:
Tables 1 and 2 below display the age and gender composition of the selected sample size. Table 4.1.1 Case Processing Summary Cases Valid N Gender * Age 57 Percent 100.0% Missing N 0 Percent 0.0% Total N 57 Percent 100.0%
Table 1 describes the validity and missing values identified from the date devised from the webbased questionnaires. According to the table, the gender composition is considered as complete and no missing cases were found. Table 4.1.2: Age and Gender: Gender * Age Cross tabulation Count Age 31 40 Female 4 Gender Male 18 11 7 8 44 41 50 6 Less than 30 More than 50 2 1 13 Total
64

Total 22 17 9

9 57
Figure
4.2:
Age
and
Gender
Composition:
Table 2 and fig 1 produces a description that major respondents are from the age 31 40 were there are 4 female respondents and 18 male respondents. There were a total of 17 respondents who are categorized between the age 41 50 were the sizes of female respondents was 6 and male respondents were 11. There were least number of size recognized in the organization who were under the age of 30 (7 male participants and 2 female participants) and who were aged above 50 (8 male participants and 1 female participant).
65

4.2 Length of service: Table 4.2.1: Gender and length of service:
Gender * How many years have you worked in your current company? Cross tabulation Count How many years have you worked in your current company? 1 - 3 years 4 - 6 years Less than a year More years Female Gender Male Total 17 19 13 20 2 2 12 16 44 57 2 7 0 4 13 than 6 Total
Table 4.2.2: Age and length of service: Age * How many years have you worked in your current company? Cross tabulation Count How many years have you worked in your current Total company? 1 - 3 years 4 - 6 years Less year Age 31 40 9 8 1 than a More than 6 years 4 22
66

41 50 2 11 1 0 20

0 1 0 2 4 0 8 16 17 9 9 57
Less than 30 7 More than 50 1 Total 19
Figure 4.3: Gender and length of service.
67

Figure 4.4: Age and length of service.
Table 3 and 4 and figure 2 and 3 describe the composition of length of service performed by the participants. Almost 20 participants served a length of service of 4 -6 years; where 7 respondents were female respondents and 13 were male respondents (8 respondents were between the age of 31 - 40 years, 11 respondents were between the age of 41- 50, 1 respondent was below the age of 30 and no employees over 50 years.). Following to which there are 19 respondents who claim to have served a length of service of 1 3 years in the company; where 17 respondents were male and 2 respondents were female (9 respondents were between the age of 31 40 years; 2 respondents were of the age between 41 50; 7 respondents were less than age of 30 years and only 1 respondent was over 50 years In age.). There were only 2 participants who served a length of service less than one year (2 male respondents; one participant between the age of 31 40 years and one participant less than 30 years in age). However, almost 16 respondents claim to have provided a length of service of
68
more than 6 years from which 12 respondents were male and 4 respondents were female (4 respondents were aged between 31-40 years; 4 respondents were aged between 41 50 years and 8 respondents were aged above 50 years). 4.3 Preference of Incentives and Motivational Factors as claimed by the participants: Table 4.3.1 Non monetary incentives and intrinsic motivation. Gender * Do you believe non monetary incentives would help you to perform better? Cross tabulation Count Do you believe non monetary incentives would help you to perform Total better? Agree Disagree Neutral Strongly Agree Strongly Disagree Female 5 Gender Male Total 10 15 1 1 4 5 29 35 0 1 44 57 0 1 6 1 13
69
Figure 4.5: Non monetary incentives and intrinsic motivation.
Table 4.3.2 monetary incentives and extrinsic motivation. Gender * "Only financial compensations can help me perform well and make me committed to the organization's interest... Cross tabulation Count "Only financial compensations can help me perform well and make me Total committed to the organization's interest... False Neutral Somewhat false Female Gender Male 6 14 15 9 0 44 3 3 2 Somewhat True 4 1 13 Very True
70

Total 9 17

17 13 1 57
Figure 4.6: Monetary incentives and extrinsic motivation.
From table 5, 6 and figure 4, 5, preference to what kind of motivational factors is displayed. While the web based questionnaires presented a question do you believe non monetary incentives would help you to perform better, almost 35 respondents strongly agree that non monetary incentives/ intrinsic motivation have a strong impact on employee performance; where 6 respondents were female and 29 respondents were male. While for the statement only financial compensations can help me perform well and make me organizations comittement, almost 34 respondents (17 respondents [3 female participants and 14 male participants] state neutral; 17 respondents [2 female participants and 15 male participants] state somewhat false) claim that such assumption can be true only to a certain extent. While 13 respondents believe that financial compensations can get them committed to the
71
organizations interest, only 2 respondents (1 respondent state disagree and 1 respondent state strongly disagree) claim that the use non monetary incentives have least impact on employee performance. 4.4 Level of diversity in ABC automotives: Table 4.4.1: Diversity found in the organization. LEVEL OF DIVERSITY ETHENICS Found rare or Found not at all Arab Asians Filipino European Britishers Sudan Somal America 3.5% 100% 87% 98% 75.4% 85% 89.4% Limited 35% 3.5% 57% 7% 1.7% 21% 12% 10.5% but Found equal Found more in number 57.8% 35% 3.5% 5.2% 1.7% 1.7% 3.5% 49% 5.2% 1.7% 12% Found High
72
Table 4.4.2: Population of Arabs in the Organization. gen2 * How many co workers do you think exist in your department? [Arabs] Cross tabulation Count How many co workers do you think exist in your Total department? [Arabs] Found limited Female 6 gen2 Male Total 14 20 26 33 2 2 2 2 44 57 but Found equal in Found More number 7 0 Found Rare or not at all 0 13
Table 4.4.3: Population of Asians in the organization. gen2 * How many co workers do you think exist in your department? [Asians] Cross tabulation Count How many co workers do you think exist in your Total department? [Asians] Found limited but Found equal in Found High number Found More
73

Female 1 gen2 Male Total 1 2 18 20 3 7 2 4

6 22 28 13 44 57
From table 7, 8, and 9, Arabs and Asians are found either equal in number or more respectively. 33 respondents (26 male participants and 7 female participants; 57.8% of respondents) agree that Arabs are found equal in number in almost all the departments. 28 respondents (6 female participants and 22 male participants; 49.1% of respondents) agree that Asian are found more in almost all departments of the company. Influence of other ethnicities such as Filipino, Europeans, Britishers, Sudanese, Somalis, and Americans are found limited, rare or not found at all. The analyses state that while comparing between Asians and Arabs, 49.1% of the respondents agree that Asians are found more than Arab in the current company. 4.5 Level of Satisfaction: Table 4.5.1: gender and company satisfaction composition:
74

Figure 4.7: Gender satisfaction in the company:
From table 10 and figure 6, the data recognizes that almost 31 respondents (54.3% of respondents) are somewhat dissatisfied with their company and 14 respondents (24.5% of respondents) find it not too satisfying or too dissatisfying (Neutral). Further, only 5 respondents (4 respondents who state somewhat satisfied and 1 respondent who state very satisfied; 8.7% of total respondents among them) describe that they are satisfied with their company. Following table and figures will describe an understanding as to why these many respondents feel dissatisfied about their company.
75
4.6 Evidence of low non monetary incentives/ intrinsic motivation deployed to the employees/ expats: Table 4.6.1: Composition of non monetary incentive practices with gender: Degree of responses towards non monetary incentives. Non Monetary Incentives Strongly Agree Equal Pay and Financial 1.7% 10.5% 61.4% 19.2% Agree Neutral Disagree Strongly Disagree 7%
Compensations when compared with others in the same
designation. Performance Appraisals have 5.2% 14% 7% 56.1% 17.5%
helped to improve performance to contribute efficiently. Training and development has 8.7% favored to develop and improve cognitive and professional skills. Salaries and compensations have 1.7% motivated to work and perform better. 7% 36% 49% 5.2% 1.7% 3.5% 49% 21%
Deducting from the table 11 above, degree of responses were highly found on the disagree and strongly disagree columns. While investigating whether the expats are receiving equal pay and financial compensations while compared to co-workers in the same designation, almost 19.2% disagree the fact such equal pay exist. However 61.4% of respondents described it as
76
neutral where they do not really assume such variation in pay exists. Looking into consideration of the performance appraisal, contributions to intrinsic motivation and improve performance were disagreed by 73.6% of respondents (17.5% of respondents strongly disagree that performance appraisal has helped them, 56.1% of respondents disagree the same as well). While considering the training and development and salaries and compensations given to the employees/ expats, 49% of respondents disagree that the current incentives and programs have had least impact on them. However, in terms salaries and compensations again, 36% of respondents remained neutral as they believe that to certain extent, salaries and compensations given to them were driving factors for their performance rate. 4.7 Testing the hypotheses: 4.7.1 Offering monetary incentives is well preferred by Expats in private sector in Qatar (H2): Table 4.7.1.1: gen2 * "Only financial compensations can help me perform well and make me committed to the organization's interest... Cross tabulation Count "Only financial compensations can help me perform well and make me Total committed to the organization's interest... Very False neutral Somewhat false Female gen2 Male Total 6 9 14 17 15 17 9 13 0 1 44 57 3 3 2 Somewhat True 4 1 13 Very True
77

Table 4.7.1.2:
gen2 * "Salary and compensations I receive helps me to work and contribute efficiently to my work" Cross tabulation Count "Salary and compensations I receive helps me to work and contribute Total efficiently to my work" Agree disagree Neutral Strongly Agree Strongly disagree Female gen2 Male Total 2 4 23 28 16 21 0 1 3 3 44 57 2 5 5 1 0 13
Looking into table 12 and 13 and figure 7, the data plotted down states that almost 45.6% of the respondents (see the very false and Somewhat false - table 12) do not agree that financial compensations is the only preference by the expats. However, 17 respondents (29.8% of respondents) describe this portion as neutral as they believe that to certain extent the financial incentives are required by an employee. While considering table 13, 28 respondents (49.1% of respondents) disagree that the contributed salaries and compensations have helped them to perform well and contribute efficiently for the organizational benefits. However, 21 respondents (36.8% of respondents) believe that to certain extent (neutral), the contributed financial incentives have helped them to perform fine if not better.
78
4.7.2 Offering monetary incentives is not the only preference by Expats in private sector in Qatar (H1): Table 4.7.2.1:
Table 15:
79

Table 4.7.2.2:
How many years have you worked in your current company? * Please indicate the extent to which you agree with the following statements [Chances of promotion is high] Cross tabulation Count Please indicate the extent to which you Total agree with the following statements
[Chances of promotion is high] Neutral Somewhat Disagree 1 - 3 years How many years have4 - 6 years you worked in 5 7 10 11 0 Strongly Disagree 4 2 0 19 20 2
yourLess than a year 2 More years than 6
current company? 1 9 6 16
Total
15
30
12
57
Looking into table 14, 15, and 16, a deduction can be derived that non monetary incentives are less deployed to the expats. According to table 14, 9 respondents with a length of service of 4 6 years state that they strongly disagree to the fact that they fell like a part of the company. However, 7 respondents (12.2% of the respondents) who have served a length of service of more than 6 years describe this portion as neutral. Table 15 shows that 11 respondents who have served a length of service of 4 6 years state they somewhat disagree to the fact that
80
they receive the right amount of recognition in their company following to which 7 respondents who have served the same length of service strongly disagree to this fact. 9 respondents who have served the length of service for more than 6 years state that they too somewhat disagree to the fact they fell like they receive the right recognition in their company. Considering table 16, 11 respondents who have served a length of service of 4 6 years somewhat disagree to the fact that chances of promotion are considered to be high and 9 respondents who have served more than 6 years somewhat disagree to the same fact. 4.8 Presentation of results from open ended questions: Table 4.8.1: What I like about my company is? Reasons Reasonable Pay and remuneration Organizations Reputation in the market Social Schemes Equal pay and remuneration The Kind of Job performed in the company Listen to the staff Fair practice for employee motivation Frequency 9 5 2 1 2 2 1
According to table 17, reasonable pay and remuneration was justified with frequency of 9 (from the respondents). This can be illustrated from a direct statement from an expat Fair pay and remuneration full fill standard living life style, that means that the employees are reasonably justified with the monetary incentives and remuneration given to them. Following to which the
81
second highest frequency in taken in account which is the organizations reputation in the market (5). The organization has a high reputation among the high corporate organizations in Qatar, though we are authorized dealers for the foreign merchandise. The data can be analyzed that one of the other reasons for the expats working there is because of its high reputation among the major corporate players. While reasons such as equal pay and remuneration, the kind of job performed in the company, equal voice for employees, and fair practice for employee motivation were stated on rare situations (frequencies 1 and 2 subsequently, see table 17). Table 4.8.2: Things my company can do better.. Reasons Performance based reward system Make employees satisfied Promote intrinsic motivation Career growth Equal pay and remuneration Develop liberal performance appraisal Listen to the staff Fair practice for employee satisfaction Equal opportunity irrespective of gender Frequency 9.3 5 5 4 4 3 2 3 4
As per the above table 18, the frequency for e my company should develop more encouraging rather than a repressive management style. Though I am provided reasonable pay, I dont feel
82
like rewarded according to my performance., provide motivation through performance based rewards, Motivate and encourage through performance appraisals and reward. The expats currently feel that they are not motivated intrinsically or encouraged according to their performance rather they are commanded and assigned tasks from the top level management (McGregor, X theory) and they are expected to do that with fair monetary incentives as an encouraging factor rather. Employee satisfaction needs and intrinsic motivational needs share the same frequency level of 5 each where as career growth and equal pay and remuneration are having 4 and 2 frequencies respectively. Looking into few direct statements from different staffs (expats), I feel my company should develop a reasonably liberal working environment, No motivation given; provide better opportunities to encourage employees rather than authoritative
management., it can be deduced that the expats currently face that they are not motivated intrinsically and they feel that they are driven more than guided and shared views and ethics. Following to which the career growth is observed with a frequency of 4 from the respondents. My company should encourage promotion opportunities and free from sponsorship rules, the statement here claims that the current Kafala sponsorship rules have demoralized the opportunity of better career growth, also career growth seems to be very conditional rather than performance based. Other reasons such as equal pay and remuneration and fair practices are observed under 4 and 3 frequencies showing that few expats claim that they require equal pay and remuneration as they feel insecure about their respective jobs otherwise. 4.9 Discussions: 4.9.1 Why Asian expat prefer intrinsic motivation in private sector in Qatar? While revising the literature review presented in chapter 2, a general understanding on motivational factors can be understood from the upholding empirical theories presented by various authors. All over the world, as globalization has taken a big space, the employers have now started to realize the importance of workforce in the organization (CSB 2011). Sustaining
83
in this world of competition and volatile market is obviously a challenging factor for any organization. For the long term success of the organization, motivation, which drives employees for better performance are the intricate factors. Motivation in short is needed in order to drive away job dissatisfaction from the mind of the employees. Though it has been eminent that globally, good remuneration has been accepted as a policy that will draw the best employees to the organization, but the performance of the employees at one level can only be increased through the intrinsic motivation. The firm should recognize who are its outstanding performers and the employer should provide additional training, make the job interesting for them, their opinion should be heard, job enrichment, promotion, recognition, award etc. Qatar was successful in attaining a Global status of possessing the highest GDP per capita. Furthermore, Qatars recent efforts of liberalizing managerial practices were cited by many researchers. According to the age composition obtained from Table 3 and 4; Fig. 2 and 3, almost 35% of the Asian expats (where the size of Asian expats are found more, about 49%) have served a length of service of 4 6 years in their company. While understanding the displayed independent variable (non monetary incentives/ intrinsic motivation), the web based questionnaires produced few questions to retrieve a collective idea if they personally believe intrinsic motivation is what they require to perform better. Almost 35 (61.5%) respondents strongly agree that non monetary incentives have a strong impact on employee performance. But while deducting the part if they are entitled to such rewards (see table 11), degree of responses were highly found on the disagree and strongly disagree columns. While investigating whether the expats are receiving equal pay and financial compensations while compared to co-workers in the same designation, almost 19.2% disagree the fact such equal pay exist. However 61.4% of respondents described it as neutral where they do not really assume such variation in pay exists. Reconsidering the literature review constructed above, wealthy dynamics and prospects of the Qatar economy is dominant enough in probably just paying substantial financial incentives. But current concerns in the cultural, social and managerial practices have had a profound impact on employee satisfaction and performance. There by developing a high degree of response to this research question as to why the association of intrinsic motivation and non
84
monetary incentives with the Asian expats is found high. Furthermore, table 18 signifies that the frequency for performance based reward system is deemed to have higher frequency than of any other responses. 4.9.2 Are expatriates satisfied to work in private sector in Qatar? Almost 31 respondents (54.3% of respondents) are somewhat dissatisfied with their company and 14 respondents (24.5% of respondents) find it not too satisfying or too dissatisfying (Neutral). Further, only 5 respondents (4 respondents who state somewhat satisfied and 1 respondent who state very satisfied; 8.7% of total respondents among them) describe that they are satisfied with their company. Crucial reasons to be considered with this are the current HRM practices in private sector in Qatar. As mentioned earlier in the Literature Review, understanding the Middle East/ GCC context in terms of cultural influence and value systems is more challenging than controversial and it is emininent that HRM must act as an instrument to economic and social changes in such way that it may substantially coincide with Qatars political and macroeconomic stability and new economic orientation (MEED 2010). The Managerial and HRM practices are more confined with the cultural, political and traditional norms; more of an authoritative practice (Mc Gregor X theory) where employees have restricted participation in decision making and other aspects that can build intrinsic participation or motivation to these expatriates so as to extract maximum potentiality. As till date, all the foreign firms are under 49% of entitlement if they wish to continue their operations in Qatar. Further what attracts these foreign companies is the empirical statistics of having well qualified (both academic and operational knowledge) human assets, who are majorly Asian (Indo Pakistan) expatriates (Budhwar and Mellahi, 2006; Abdelkarim, 2001; Ali, 1995; Bakhtari, 1995; Fadhil, Yao and Ismeal, 2012). The salient features of HRM practices in Qatar, as concluded by Budhwar and Mellahi (2006), claims that features of manpower planning, Performance appraisals, salaries and compensations (exceptional to certain extent) and training and development are not future oriented and seems to be bias. While comparing figure 6, the highest degree response however is somewhat dissatisfied because in order to compensate the intrinsic motivation, the
85
organization currently practice in giving reasonable and monetary incentives and compensations, but understanding how employees deem to built intrinsic motivation, and such desire colliding with the X theory management (McGregor 1954) style have made them somewhat dissatisfied about their company. 4.9.3 Does the use of non monetary incentives have positive impact on employee performance? Looking back into the hypotheses constructed in this dissertation: 3. Null Hypothesis (H1): Offering monetary incentives is not the only preference for Asian Expats in Private sector in Qatar. 4. Alternative Hypothesis (H2): Offering monetary incentives is well preferred by Asian Expats in private sector in Qatar. , both these hypotheses were put in test through cross tab comparison and descriptive analysis, while H1 states that non monetary incentives and intrinsic motivation are less deployed to these expats who have served a length of service of 4 6 years, H2 states that the degree of response and focus on monetary incentives are comparatively less preferred by these expats. Thus leading to the conclusion that the alternative hypothesis is being discarded and the null hypothesis is being accepted. Furthermore, while looking back into the literature review, substantial literature review and criticisms put forward to present a brief picture about the current condition of private sector and its Asian expat employees, it is eminent the current managerial practices and perspectives are indeed challenging as theses Asian expats are more driven towards the job than having an own sense of responsibility towards job. As discussed earlier in the Literature Review, Motivation in short is needed in order to drive away job dissatisfaction from the mind of the employees. Though it has been eminent that globally, good remuneration has been accepted as a policy that will draw the best employees to the organization, but the performance of the employees at one level can only be increased through the intrinsic motivation. The firm should recognize who are its outstanding performers and the
86
employer should provide additional training, make the job interesting for them, their opinion should be heard, job enrichment, promotion, recognition, award etc. Reconsidering the overall data analysis again, Length of service: Almost 20 participants served a length of service of 4 -6 years (between the age of 31 - 40 years and between the age of 41- 50). Following to which there are 19 respondents who claim to have served a length of service of 1 3 years in the company (were between the age of 31 40 years). There were only 2 participants who served a length of service less than one year. However, almost 16 respondents claim to have provided a length of service of more than 6 years (aged between 31-40 years and 41 50 years). Preference of Incentives and Motivational Factors as claimed by the participants: While the web based questionnaires presented a question do you believe non monetary incentives would help you to perform better, almost 35 respondents strongly agree that non monetary incentives/ intrinsic motivation have a strong impact on employee performance. While for the statement only financial compensations can help me perform well and make me organizations comittement, almost 34 respondents claim that such assumption can be true only to a certain extent, where an employee is able to fill physiological needs (Maslow 1974). Level of satisfaction: almost 31 respondents (54.3% of respondents) are somewhat dissatisfied with their company and 14 respondents (24.5% of respondents) find it not too satisfying or too dissatisfying (Neutral). Further, only 5 respondents (4 respondents who state somewhat satisfied and 1 respondent who state very satisfied; 8.7% of total respondents among them) describe that they are satisfied with their company. Evidence of non monetary incentives/ intrinsic motivation deployed to the employees/ expats: degree of responses were highly found on the disagree and strongly disagree columns. While investigating whether the expats are receiving equal pay and financial
87
compensations while compared to co-workers in the same designation, 61.4% of respondents described it as neutral where they do not really assume such variation in pay exist neither do they believe that such discrimination does not exist at all. Looking into consideration of the performance appraisal, contributions to intrinsic motivation and improve performance were disagreed by 73.6% of respondents. While considering the training and development and salaries and compensations given to the employees/ expats, 49% of respondents disagree that the current incentives and programs have had least impact on them. However, in terms salaries and compensations again, 36% of respondents remained neutral as they believe that to certain extent, salaries and compensations given to them were driving factors for their performance rate at a certain extent. Presentation of results from the open-ended questions: reasonable pay and remuneration was justified with frequency of 9 (from the respondents) for the question as to what they like about the company. This can be illustrated from a direct statement from an expat Fair pay and remuneration full fill standard living life style, that means that the employees are reasonably justified with the monetary incentives and remuneration given to them. Performance based reward system is deemed to have higher frequency than of other responses (9.3). Furthermore, the degree of responses regarding implementation of intrinsic motivation has been observed more than on monetary incentives. , the alternative hypothesis is once again rejected on the grounds of signifying strong association of non monetary incentives and intrinsic motivation with employee/ expat performance and satisfaction, thus proving the null hypothesis as evident.
88
CHAPTER 5:
CONCLUSION, RECOMMENDATIONS, LIMITATIONS AND SUGGESTIONS: 5.1 CONCLUSION: While considering all the theories on motivational factors, it is evident that motivation is deemed to have positive impact on employee performance. Reconsidering Maslows theory of needs, at the level of self-actualization, an employee craves for things that will fulfill his potentialities and accomplish his desires and thoughts fully. Maslow has also emphasized that humans have the unique ability to make their own decisions and implement those according to their free-choice. Extrinsic motivation helps the employees to meet the needs, but intrinsic motivation triggers the need to do the job more productively (Collier, 1994 and Brophy, 2004). Many organizations now are aiming to be global. Among them, rich context of Qatar fits in a promising future. As mentioned previously, Qatar is transforming into more wide open economy making its economic platform more reliable for new investors and globalizing their operations abroad as well. Along with this, Qatar has developed an influential platform expat attractions and foreign investment. However, current regulations; though statements and implications were made, still abide in the law that all foreign investment must have 51% of share by Qatari partner(s). Although criticisms and re amendments were made, further citations and evidences to such amendments were not yet found. Considering a Masculine culture like Qatar, influence on HRM and managerial practices have had profound impact on the expats. The ratio of expatriates in the private sector in Qatar has accelerated to 99.3%. Despite regulations which demanded 20 % of Jobs to citizens at the private firms (Qatar embassy 2010), nationals and expatriates find it competitive to enter into private sector. Moreover, the salient features of HRM practices presented by Budhwar and Mellahi (2006) state down several features of HRM practices such as performance appraisal, job analyses, salaries and compensations etc and apparently these practices empirically seem to be de motivating the Asian expats in performing efficiently. The cognitive issue of religious taboos,
89
cultural and traditional perceptions and practices has always been under question. In the case of Qatar, religious emphasis on Islam has been significant before the implementation laws, regulations and policies. Nevertheless, considering different cultural backgrounds of the Asian expats, these practices may seem bias. Through this dissertation, the subject is more rather than taken in a delicate approach rather than a controversial approach. The prospective background of Qatar and its economy is definitely the most highly suggested platform for foreign attractions and investments. Cordial management and communication by both the parties can delicate a fair HRM and managerial practices in an organization. However, HR can find this very challenging as because they are limited to execute many of the organizational procedures. While expats are the preferred human assets by private sector, least efforts in motivating the expats were derived. While the private sectors in Qatar provide reasonable incentives, expats as per the analysis of this dissertation are more leaned to needs that motivate them intrinsically. However, if government implements more liberal economy, Qatar can attract various foreign investors and expats to contribute efficiently to the growth of the organization and economy. But if the current cultural taboos, religious and cultural perspectives and Authoritative practices of management and HRM prevail, turbulence between Asian expats with HRM practices in private sector will sustain; leaving a dilemma on whether progressions on such implementations would be implemented. objectives. 5.2 RECOMMENDATIONS: This section can be very challenging. As proved earlier, substantial and pragmatic HRM practices are required to motivate employees intrinsically so as to extract maximum potentiality from them. Recruitment and selection while compared to training and development for the current employees are considerably low in cost. While reconsidering the salient features of managerial practices and perceptions revolving around most of the GCC and Qatar, certain aspects of HRM practices such as performance appraisals should be done to reflect and enhance his/her performance by various face to face sessions. Also to be noted that
90
This dissertation has thus achieved its
rather than downsizing employees through performance appraisals, the company must rather find out what possible suggestions can be considered (that regulate within the general policies of the company) to enhance employee performance, satisfaction and commitment. While considering salaries and compensations, the data analysis deducted in this dissertation rest assures that such discriminatory practices are found at a very minimal rate as Qatar was successful in building a sustained and progressive economic platform where employees are given the advantage of enjoying substantial and reasonable monetary incentives. Muduli (2011) state that performance based reward systems has a positive impact in developing intrinsic motivation to build commitment and satisfaction in employees. Moreover, through substantial evidences stated in the data analysis and literature review, the Asian expats have shown tremendous preference in desiring more performance based reward system, where the employee is rewarded according to the rate of his performance in the organization. According to the gender and age composition, the sample size of female participant was comparatively found low. Organization must encourage equal gender participation so as to acquire substantial innovative knowledge. In short, companies must look into organizational reward strategies. Reward management is about how employees are rewarded in accordance with their values to an organization (Perkins, 2011). In the case of Qatar, private sector must look into features of reward management such as reward management system, job evaluation for personnel growth, rewarding special group, non financial rewards and responsibilities and personal growth. Encouraging this would enable a large acquisition on qualified and commitment behavior by employees providing multi diverse knowledge and innovative strategies that could help achieve organizational benefits and mission. 5.3 LIMITATIONS: While considering the context of this dissertation, the sample size is considered under the concerns of generalisibilty. The anticipated respondents was 80 120 respondents, however, since the survey was voluntary and not obligatory, the participation of only 57 respondents was found (response rate was 46.4%). This was beyond the control of the researcher. Furthermore,
91
looking into to the context of this topic, generalizing the opinion of one organization cannot be considered completely reliable. The questionnaires prepared with relevant considerations as to not be bias. Therefore, usage further statistical analysis such as Pearsons chi-square test, Phi and Cramers V test, Kappa test to analyze the association between the variables was not possible as the questionnaires were limited in asking brief about the independent variables so as to attain a strong association. Web based questionnaires may or may not be accurate all the time as respondents may respond in a sense of urgency which may result in irregularity in responses. Therefore, it is to be understood that the observed limitations may cause a small degree of inaccuracy and irregularity to the analysis. Hence, the conclusions of this dissertation cannot be generalized. However, it also applies to the degree of response given by the sample size as well. 5.4 SUGGESTIONS: Future researcher can apply mixed methods (qualitative and quantitative data) to derive more accurate data in regardance to the context of this dissertation (Saunders et al, 2009). Preliminary Pilot study (Saunders et al, 2009) can be conducted in order to obtain accurate results, followed by face to face interviews to gain insight on responses. Longitudinal study can also be considered for future researchers so as to study the impact of non monetary incentives on employee motivation. Future researcher must consider a broader sample size to deduct accuracy of the context of this dissertation type. Future researchers may want to look into deep insight informations on the relevance financial incentives and how Qatar manages to suppress employee dissatisfaction with just financial incentives.
92

Personal Reflection:
At the start of the research methods lecture in first semester, I was pretty much confused various terminologies, for instance, epistemology and ontology that was being said in the class. I asked myself "What is the course all about? What are these academic jargons: how relevant are they to me? How will they help me in becoming a future HR manager? I felt very 'out of place' in class and lost interest to the extent that I thought I was incapable of passing this academic course. Moreover, I had failed my first research proposal which further de motivated my efforts. However, when I realised the mistake was in me, I began to construct a pragmatic understanding about the level of relevance of this dissertation. At the beginning, I had a very vague, rather wide topic for this dissertation; I was less inclined in reflecting actual research methods, philosophies and approaches. For instance, while stating deductive approach, the researcher made a mistake in creating a constructivist paradigm which in nature is coherent to each other. A positivist paradigm is more appropriate to deductive approach. While creating a hypothesis, the researcher must follow the positivist paradigm as it suits to progress and conclude the research more effectively. A constructivist philosophy is best suited for an inductive approach as it gives the researcher to construct and develop a theory. Several other aspects of personal concerns were also involved in such unsuccessful approach and understanding. However, rather than considering this aspects of life as a negative impact, I decided move along and get this dissertation done. My Supervisor guided me throughout my journey in this dissertation. I felt like I have been so unorganized about my work, but through several meetings with the supervisor, I fell that I can drive and achieve my dissertation in the appropriate manner. I was well impressed by supervisors and my lecturers extensive knowledge on their respective subjects and I find myself more competent in grasping each core fundamental informations. During the course of this dissertation, I was able to understand in a professional perspective. It is highly important that individuals these days should focus more on cognitive and problem solving skills as they can be highly essential in this field. Due to various personal reasons, I was not successful to start my dissertation on a more convenient and affordable time. However, on every meeting, my supervisor kept encouraging me and guiding me on how I could take this
93
dissertation topic to a more analytical and descriptive level. Despite her busy and sudden schedules, we were able to meet on almost all the devoted days to discuss the progress of this dissertation which further allowed me to narrow down my topic to a more pragmatic sense. This dissertation has taught me how to cope with stress, as well as, work with tight deadlines. It has made me realise that I had to drive my mind beyond the knowledge of academic perspective into more realistic and cognitive perspective.
94
Shibin Shaji Cherian 21043776 References and Bibliography.
ABDELKARIM, A. (2001). UAE Labour market and problems of employment of nationals. Development & Poilcy Series, (4),. ABED, G.T (2003). Unfullfilled Promise: Finance and Development (A Quaterly Magazine of IMF). [online]. Last accessed 24 July 2012 at: http://www.imf.org/external/pubs/ft/fandd/2003/03/abed.htm AL - ENEZI, A. (2002). Kuwaiti's Employment Policy: Its formulation, implicatiobs, and challenges. International Journal of Public Administration., 25 (7), 885-900. AL - FALEH, M. (1987). Culture Influence on Arab Management Development: A case study of Jordan. The Journal Of Management Development, 6 (3), 19-34. AL - SALMAN, Y. and ROBERTSON, D.E (1982). Management Practices in Saudi Arabia: A Cross Cultural Study. Northeast Louisiana Business Review, Spring/Summer, 19-25. ALI, A. (1995). Cultural Discontniuity and Arab Management Thought. International Studies of Management and Organization., 25 (3), 1-15. ALI, A. (1992). Islamic World Ethnic in Arabia. Journal of Psychology., 126 (5), 507-20. AL-IRIANI, Mahmoud and AL - SHAMSI, Fatima (2011). Foreign Direct Investment and Economic Growth in the GCC countries: A casuality investigation using hetrogeneous panel analysis.(http://www.luc.edu/orgs/meea/volume9/PDFS/Al-Iriani%20-%20paper.doc). ALPEN CAPITAL (2010). GCC education industry. [online]. Last accessed 02 Aug 2012 at: http://www.alpencapital.com/includes/GCC-Education-Industry-Report-September-2010.pdf http://www.ameinfo.com/146209.html, AMEINFO (2012). GCC Oil revenue set to reach $572bn in 2012. Middle East, AmeInfo. ARAB NEWS (2012). Oil wealth fueling outward FDI from GCC countries. Arab news, 08 July, Islamic Finance, http://www.arabnews.com/node/278656, AYCAN, Z. (2001). Human Resources Management in Turkey: Current issues and future challenges. International Journal of ManPower, 22 (3), 252-63. AYCAN, Z. (2004). Key Success Factors for Women in Management in Turkey. Applied Psychology., 53 (3), 453-471. BAKHTARI, H. (1995). Cultural Effecs on Management Style: A Comparitive Study of American and Middle East Management Style. International Studies of Management & Organization., 25 (3), 97 - 119.
95
BLACK, J.S, GREGSON, H. and MENDENHALL, M. (1992). Toward a theoritical framework of repatriation adjustment. Journal of International Business Studies, 23, 737-760. BREWSTER, Chris. (2007). A Europena Perspective on HRM. European Journal of International Management., 1 (3), 239. BREWSTER, C. (1991). The Management of Expatriates. London, Kogan Page. BRISCOE, Dennis, R, SCHULER, Randall and TARIQUE, Ibraiz. (2012). International Human Resource Management: Policies amd Practices for Multinational Enterprises. 4th ed., New York, Routledge. BRITANNICA (2012). Middle East. [online]. Last accessed 18 July 2012 at: http://www.britannica.com/EBchecked/topic/381192/Middle-East BRITISH PETROLEUM. (2012). BP statistical Review of World Energy 2012 June. London, British Petroleum. BRYMAN, A. and BELL, E. (2007). Business Research Methods. 2nd ed., New York, Oxford University Press Inc. BUCHANAN, David, A. and HUCZYNSKI, Andrzej, A. (2010). Organizational Behaviour. 7th ed., Harlow, Time Prentice Hall. BUDHWAR, P., AL - YAHMADI, S. and DEBRAH, Y. (2002). Human Resorce Development in the sultanate of Oman. International Journal of Training and Development., 6 (3), 198 - 215. BUDHWAR, Pawan, S. and MELLAHI, Kamel. (2006). Managing Human Resource in the Middle East. Taylor ed., New York., Routledge. ISBN, 0-415-34962-1 (pbk). CIA WORLD FACTBOOK. (2012). Middle East: Qatar. [online]. Last accessed 31 07 2012 at: https://www.cia.gov/library/publications/the-world-factbook/geos/qa.html CLYDE&CO. (2011). http://www.qbbf.com. [online]. Last accessed August 2012 at: http://www.qbbf.com/downloads/Doing%20Business%20in%20Qatar%20(LR).pdf COLLINS, J. and MUSSEY, R. (2009). Business Research: A Practical Guide for UnderGraduate and Post Graduate Students. 3rd ed., Basingstoke, Palgrave Macmillan. CRESENT (2011). GCC oil and gas industry overview. [online]. Last accessed 24 July 2012 at: http://www.crescent.ae/html/oil_gas_overview.html CSB (2011). guidance on motivation. [online]. Last accessed Aug 2012 at: http://www.csb.gov.hk/hkgcsb/hrm/pdf-file/e-motivation.pdf
96
DAILYMAIL (2010). Qatar to host World Cup 2022 after FIFA vote for tiny country ahead of Australia, the United States and Japan and South Korea. DailyMail, 2 December, DAVIS, Klaila and LYNNE, Hall (2000). Using Intellectual Assets as a Success Strategy. Journal of Intellectual Capital, 1 (1), 47-52. DAWSON, C (2009). Introduction to Research Methods. How to Books Ltd. ECONOMISTS INTELLIGENCE UNIT VIEWS WIRE. (2004). Middle east Economy: EIU December assumptions. EIU. http://proquest.umi.com/pqdweb?index=0&did=780730451&SrchMode=1&sid=2&Fmt=3&VInst=PROD &VType=PQD&RQT=309&VName=PQD&TS=1122654533&clientId=10461. EIA (2011). Country Analysis Briefs, Qatar. Qatar, Eneregy. EIA (2012). International Annual Energy Outlook 2012. DOE, EIA (EIA-0383(2012)). EIU (2006). Qatar Country Report. London, Economist Intelligence Unit. ELSAYED-ELKHOULY, S. and BUDA, R. (1997). A Cross Cultural Comparison of Value systems of Eygptians, Americans, African and Arab Executives. International Journal of Commerce & Management., 7 (3-4), 102-20. ESCWA (2008). Foreign Direct Investment Report. http://www.arabhdr.org/publications/other/escwa/foreign-investment-08e.pdf, Arab HDR. ESSAID, Salim. (2010). Migrant Workers Under the "Kafala" system in the GCC. [online]. Last accessed Aug 2012 at: http://www.migrant-rights.org/2010/11/23/migrant-workers-under-the%E2%80%9Ckafala%E2%80%9D-system-in-the-gcc/ FADHIL, Mohammed, Ameen, YAO, Liu and ISMEAL, Walaa. (2012). Casuality Relation Between FDI inflows and Economic Growth in Qatar. International Journal of Business and Management., 7 (14),. FASSJ (2007). Qatar Country report on Human rights practice. Freely Accessible Social Science Journals, 1-2,. FERGANY, N. (2001). Aspects of Labor Migration and Unemployment in the Arab Region. airo, Almishkat Centre for Research.. FERGANY, N. (2001). Higher Education in Arab Countries: HUman Development and Labor Market Requirements. Cairo, Egypt, Almishkat Center for Research. FLOWERS, P. (2009). Research Philosophies - Importance and Relevance. Cranfield School of Management
97
(http://www.networkedcranfield.com/cell/Assigment%20Submissions/research%20philosophy%20%20issue%201%20-%20final.pdf). FORSTENLECHNER, Ingo. (2010). Workforce Localization in Emerging Gulf Economies: The Need to Fine Tune HRM. Personnel Review, 39 (1), 138. FREY, Bruno, S. (1994). How Intrinsic Motivation is Crowded Out and In. Rationality and Society., 6 (3), 334 - 352. GCC-SG (2012). The cooperation council for the arab states of the gulf. [online]. Last accessed 23 07 2012 at: http://www.gcc-sg.org/eng/indexc64c.html?action=GCC GIRGIS, M. (2002). Would Nationals and Asians Replace Arab Workers in the GCC? Amman, Jordon., Fourth Mediterrian Development Forum. GREENLEAF, C. (1998). Employee Training and Development. Farm Chemicals , 50 (2),. GULF NEWS (2008). Qatar annonunces job nationalization drive. Gulf Qatar, March, http://gulfnews.com/news/gulf/qatar/qatar-announces-job-nationalization-drive-1.92899, HAMILL, J. (1989). Expatriate policies in British multinationals. Journal of General Management, 14 (4), 18-33. HARRELL, Stahl, M.,J., (1984). McClelland's trichotomy of needs theory and job satisfaction and work performance of CPA firm proffessionals. Accounting, Organizations and Society,. HARRY, Wes (2007). Employment creation and localization: the crucial human resource issues for the GCC. International Journal of Human resource management., 18 (1), 132-146. HOFSTEDE, G. (2001). Culture's Consequences: Comparing Values, Behaviours, Institutions and Organizations across Nations. London, Sage. HUNT, D.M. and AT-TWAIIJRI, M.I. (1996). Values and the Saudi Manager: An Empirical Investigation. The Journal of Management Development, 15 (5), 48-56. HYSLOP, Leah (2012). Qatar May End Expat Sponsorship System. The Telegraph, 08 May, http://www.telegraph.co.uk/expat/expatnews/9252469/Qatar-may-end-expat-sponsorshipsystem.html, IBQ (2011). GCC FDI flows decline for second consecutive year in 2010. ibq (http://www.ibq.com.qa/mediacenter/publications/$Document/Default/engb/Copy/$UserFiles/ibqgccbrief161011eng.pdf). IBRAHIM, Saif and MURIEL, Asseburg (2009). The Oil Boom in the GCC Countries: Old Challenges, Changing Dynamics. Carnegie Endowment, March, 98
IZRAELI, D.N (1987). Women's Movement into Management in Isreal. International Studies of Management and Organization., 16 (3-4), 76-108. JOHN, Pratap. (2012). IIF Urges Qatar to re think stay on LNG expansion. GULF TIMES, 19 April, Business Classifieds, http://www.gulftimes.com/site/topics/printArticle.asp?cu_no=2&item_no=500195&version=1&template_id=48&parent _id=28, 1. KALLINIKOS, Jannis. (2004). The Social Foundation of Bureaucrtic Order. vol.11. 1 ed., London, Sage. 1350-5084, KATHY, Monks, HUGH, Scullion and JANE, Creaner. (2001). HRM in international firms. Personnel Review., 30 (5), 536-553. KHAWAJA, Moign. (2012). GCC global oil reserves share to hit 70% in next few years. Arabian Biz., 8 July, Energy, featured article, LEGGE, Karen. (2005). Human Resource Management: Rehotrics and Realities. Basingstoke, Palgrave Macmillan. 1430936005, LIPIEC, Jacek (2001). Human Resource Management perspective at the turn of the century. Personnel Management, 30 (2), 137 - 146. LOONEY, R (2003). The Gulf Co-Operation Coucil's Cautious Approach to Economic Integration. Journal of Economic Cooperation, 24 (2), 137-60. MASLOW, Abraham, H. (1987). Motivation and Personality. New York, Harper and Row. MEED (2010). Qatar. Middle East Economic Digest., 54 (6), 27. MELLAHI, K. (2003). National Culture and Management Practices: The Case of GCCs'. In: TAYEB, M. and DEBRAH, Y. (eds.). International Management: Theory and Practices. London., Prentice - Hall, 87-105. MELLAHI, K. and BUDHWAR, P.,S. (2010). Introduction: Islam and Human Resource Management. Personnel Review, 39 (6), 658-691. MELLAHI, K. and WOOD, G. (2004). Human Resource Management in Saudi Arabia. In: BUDHWAR, P. and DBREAH, Y. (eds.). HRM in Developing Countries. London, Routledge, 135-51. METLE, M.K. (2002). The Influence of Traditional Culture on Attitudes towards work among kuwati Women employees in the public sector. Women Management Review., 17 (5-6), 245-62. MEZHER, Toufic (2012). Meeting the renewable energy & sustainability challenges in G.C.C economics: Masdar initiative case study. In: The GCC economics: Stepping upto future challenges. New York, Soringer, p.69. 99
MIGRANTRIGHTS (2012). Do Promises to End the Sponsorship System Hold Any Merit? [online]. Last accessed Aug 2012 at: http://www.migrant-rights.org/2012/05/10/do-promises-to-end-thesponsorship-system-hold-any-merit/ MINISTRY OF ENVIRONMENT (2011). Ministry of Environment organized a lecture on Nationalizing jobs in Qatar. [online]. Last accessed 02 Aug 2012 at: http://www.moe.gov.qa/English/News/Local/pages/Ministry-of-Environment-Organized-a-Lecture-onNationalizing-Jobs-in-Qatar.aspx MOE (2012). Ministry of Environment Organized a Lecture on Nationalizing Jobs in Qatar. [online]. Last accessed 12 July 2012 at: http://www.moe.gov.qa/English/News/Local/pages/Ministry-of-EnvironmentOrganized-a-Lecture-on-Nationalizing-Jobs-in-Qatar.aspx MOHAMED, SE (2010). Another look at the determinants of foreign direct investment in MENA countries: An empirical investigation. Journal of Economic Development., 35 (2), 75. MORISON MENON (2009). FIFA World Cup 2022 and its impact on Qatar economy. [online]. Last accessed 31 July 2012 at: http://www.morisonmenon.com/fifa-world-cup-2022.php MUDULI, A (2011). Performance Based Reward and National Culture: An empirical evidence from Indian Culture. Synergy, 9 (1),. MURPHY, T.E (2002). Market Forces and the Middle East's New Interest in HRM. Business Horizon, 45 (5), 63-71. NATIONMASTER (2011). Middle East: Qatar. [online]. Last accessed 31 July 2012 at: http://www.nationmaster.com/country/qa-qatar/eco-economy/ NEIL, James (2007). Qualitative versus Quantitive Research: Key Points in a Classic Debate. [online]. Last accessed Aug 2012 at: http://wilderdom.com/research/QualitativeVersusQuantitativeResearch.html NHRC (2011). The National Human Rights Committee on the Progress in Implementing the Convention on the Elimination of all Forms of Discrimination. Qatar, National Human Rights Committe: State of Qatar. (www2.ohchr.org/english/bodies/cerd/docs/ngos/NHRC_Qatar80.doc). O'REILLY, Charles. (2008). Corporations, Culturem and Commitment: Motivation and Social Control Organizations. California Management Review, 50 (1),. PERKINS, S.,J. (2011). Reward Management: Alternatives, Consequences and Contexts. 2nd ed., London, Charted Institute of Personnel and Development. QATAR EMBASSY (2010). Foreign Investment Regulations. [online]. Last accessed 2 Aug 2012 at: http://www.qatarembassy.net/invest_regulation.asp
100
QCB.GOV (2002). State of Qatar Ministry of Economy and Commerce. [online]. Last accessed Aug 2012 at: http://www.qcb.gov.qa/English/Documents/QCB%20Law/Commercial_companies_law_En.pdf QUINLAN, C. (2011). Introducing Business Research: Business Research Methods. [online]. Last accessed Aug 2012 at: http://www.cengage.co.uk/quinlan/students/research%20diary/PDFs/Research%20Diary%20C01.pdf RANDEREE, Kasim (2012). Workforce Nationalization in the Gulf Cooperation Council States. Qatar, Center for international and Regional Studies: Georgetown University. (kms1.isn.ethz.ch/./KasimRandereeCIRSOccasionalPaper9.pdf). REUTERS (2011). Australia may overtake Qatar as top LNG producer by 2020. Arabian Business, 30 Sept, http://www.arabianbusiness.com/australia-may-overtake-qatar-as-top-lng-producer-by-2020422946.html, RICHARDSON, J and MCKENNA, S. (2003). International experience and Academic Careers: What do academics have to say? Personnel Review, 32 (6), 774-795. ROWELY, Chris and WARNER, Malcolm (2008). Globalizing International Human Resource Management. London, Routledge. ROWLEY, Chris. (2008). Globalizing International Human Resource Management. London, Routledge. SALCIDO, Rachail, E. (2008). Offshore federalism and ocean industrialization. Tulane Law Review, 82 (1),. SAMBIDGE, Andy (2012). Qatar named world's richest country in new rankings. Arbian Business, 25 Feb, http://www.arabianbusiness.com/qatar-named-world-s-richest-country-in-new-rankings-446868.html, SAUNDERS, M, LEWIS, P and THORNILL, A. (2009). Research Methods for Business Students. 5th ed., London, Prentice Hall. SAUVANT, Karl, P., WOLFGANG, Maschek, A. and GERALDINE, McAllister\ (2009). www.oecd.org. [online]. Last accessed 27 July 2012 at: http://www.oecd.org/investment/globalforum/44246197.pdf SCHOLTE, Jan Aart. (2005). Glo5balization: A Critical Introduction. New York, Palgrave Macmillan Ltd. 9780230212077, SHEIKH MOHAMMED BIN RASID AL MAKTOUM. (2012). GCC countries. [online]. Last accessed 23 07 2012 at: http://www.sheikhmohammed.co.ae/vgn-exttemplating/v/index.jsp?vgnextoid=b10a4c8631cb4110VgnVCM100000b0140a0aRCRD SHUIN, Liu (2007). New Industialization in Proper Perspective. The Chinese Economy., 40 (1), 31. SHURAFA', Sara. (2011). Resentment as Fuel Price Goes Up in Qatar. gulfnews, 23 Jan, Gulf Qatar,
101
SIMMONS and SIMMONS (2012). Setting up business in Qatar: 10 key points. [online]. Last accessed 3 Aug 2012 at: http://www.simmons-simmons.com/docs/settingupbusinessinqatar.pdf SPARROW, P. (2012). Globalising the international mobility function: the role of emerging markets, flexibility and strategic delivery models. International Journal of Human Resource Management, 23 (12), 2404-2427. SPENCER, P. (1999). Deductive and Indictive Reasoning. Discussion Corner and Discussion Area, University of Toronto (http://www.math.toronto.edu/mathnet/questionCorner/deductive.html). SUUTARI, V. and BREWSTER, C. (2001). Expatriate Management Practices and Percieved Relevance. Personnal Review, 30 (5), 554-577. TALIB, Y (1996). Privatization: A review of policy and implementation in selected arab countries. The International Journal of Human Resource Management., 9 (3), 3-21. THE PENINSULA (2011). Expat workforce in private sector soars to 99.3 percent. The Peninsula: Qatar, December, http://www.thepeninsulaqatar.com/qatar/175344-expat-workforce-in-private-sector-soarsto-993-percent.html, TORIBORN, I. (1982.). Living Abroad: Personal Adjustment and Personnel Policy in the Overseas Setting. New York, Whiley. TOUMI, Habib (2011). Pay Hike: Expatriates and Qataris in Private Sector feel left out. Gulf News, 8 Sept, http://gulfnews.com/news/gulf/qatar/pay-hike-expatriates-and-qataris-in-private-sector-feel-left-out1.863178, UDSDA (2012). QATAR:Background. [online]. Last accessed 1 Aug 2012 at: http://www.state.gov/r/pa/ei/bgn/5437.htm ULRICH, Witt. (1998). Imagination and Leadership - The Neglected dimension of an evolutionary theory of the firm. Journal of Economic: Behavior & Organization., 35 (2), 161-177. UNDP (2012). Qatar's Third National Human Development Report. [online]. Last accessed 1 Aug 2012 at: http://hdr.undp.org/en/reports/national/arabstates/qatar/Qatar_NHDR_EN_2012.pdf WINCH, C., et al. (2011). Approaching the Dissertation: Appropriate Methodologies. [online]. Last accessed Aug 2012 at: http://www.socscidiss.bham.ac.uk/s9.html#_ftn1 WOODRUFFE, Charles. (2006). The Crucial Importance of employee engagement. Human Resource Management International Digest., 14 (1), 3 - 5.
102
WORLD BANK (2012). Global Eonomic Prospects: MIddle East and North Africa Region. http://siteresources.worldbank.org/INTPROSPECTS/Resources/334934-1322593305595/82871391339427993716/GEP12bMNA_RegionalAnnex.pdf, Worldbank. ZIKMUND, W.G (2003). Business Research Methodology. 7th ed., Thomson: South - Western.
103
Shibin Shaji Cherian 21043776 Appendices: Web based Questionnaires:
104

APPENDIX A
Msc Research Supervision Record (To be completed by student)
Please complete this form after each supervision meeting and send to your supervisor for further comment. You must include at least two examples of completed forms in an appendix to your Msc Dissertation. Name of student: Date of Meeting: Supervisor present: Duration of meeting Subjects Discussed: About the topic Shibin Shaji Cherian 12 June 2012 Clare Moonan 1 hour
Recommendations made: To narrow and focus down the topic than to take a wide subject,
Targets set: To finish researching on the context of the topic
Is this a true record? (to be completed by the supervisor ) Yes No (&comments if NO):
Further supervisor comments (if appropriate):
105

APPENDIX B
Please complete this form after each supervision meeting and send to your supervisor for further comment. You must include at least two examples of completed forms in an appendix to your Msc Dissertation. Name of student: Date of Meeting: Supervisor present: Duration of meeting Subjects Discussed: Further into literature review, possible controversies and the prospects of the selected area of research. Shibin Shaji Cherian 8th July 2012 Clare Moonan 1 hour
Recommendations made: To specify research details more accurately and objectives
Targets set: To produce a draft of research on next meeting
106

APPENDIX C
Please complete this form after each supervision meeting and send to your supervisor for further comment. You must include at least two examples of completed forms in an appendix to your Msc Dissertation. Name of student: Date of Meeting: Supervisor present: Duration of meeting Subjects Discussed: Clarifying more on how to direct the dissertation in a more authenticated way. Shibin Shaji Cherian 26 July 2012 Clare Moonan 1 hour
Recommendations made: To specify research details more accurately and objectives
Targets set: To produce a draft of research on next meeting
107

APPENDIX D
Please complete this form after each supervision meeting and send to your supervisor for further comment. You must include at least two examples of completed forms in an appendix to your Msc Dissertation. Name of student: Date of Meeting: Supervisor present: Duration of meeting Subjects Discussed: Presentation of the dissertation and choosing an appropriate topic for the dissertation. Shibin Shaji Cherian 8th August 2012 Clare Moonan 1 hour
Recommendations made: Accurate discussions on various research methods, observing what details could be specific concerned to this dissertation. Targets set: Research methods
108

APPENDIX D
Please complete this form after each supervision meeting and send to your supervisor for further comment. You must include at least two examples of completed forms in an appendix to your Msc Dissertation. Name of student: Date of Meeting: Supervisor present: Duration of meeting Subjects Discussed: Verification of objectives, research questions, research objectives, Research methods and dissertation structure. Shibin Shaji Cherian 22nd August 2012 Clare Moonan 1 hour
Recommendations made: Accurate discussions regarding the completion of this dissertation and discussed final steps. Targets set: Completion of the dissertation.
109
110
111

Turbulence Between Asian Expats and HRM Practices in Doha Qatar

Enviado por

Dados do documento

Título original

Direitos autorais

Formatos disponíveis

Compartilhar este documento

Compartilhar ou incorporar documento

Opções de compartilhamento

Você considera este documento útil?

Este conteúdo é inapropriado?

Direitos autorais:

Formatos disponíveis

Turbulence Between Asian Expats and HRM Practices in Doha Qatar

Enviado por

Direitos autorais:

Formatos disponíveis

Shibin Shaji Cherian 21043776

Msc. Human Resource 2011Management 2012

Msc. Human Resource Management

By SHIBIN SHAJI CHERIAN 21043776

Presented for the award of Msc.

Sheffield business school.

Submitted on: 5th Sept 2012.

Shibin Shaji Cherian 21043776 Research Ethics Checklist

Msc. Human Resource 2011Management 2012

Title of research proposal

Positivist Deductive Survey Cross sectional Questionnaires

Shibin Shaji Cherian 21043776

Msc. Human Resource 2011Management 2012

Shibin Shaji Cherian 21043776

Msc. Human Resource 2011Management 2012

(Category approval) In my opinion this work falls within the category

Shibin Shaji Cherian 21043776

Msc. Human Resource 2011Management 2012

Signed.......................................... Name............................... Date......................... Student / Researcher/Principal Investigator (as applicable)

Shibin Shaji Cherian 21043776

Msc. Human Resource 2011Management 2012

Shibin Shaji Cherian 21043776

Msc. Human Resource 2011Management 2012

Shibin Shaji Cherian 21043776

Msc. Human Resource 2011Management 2012

Shibin Shaji Cherian 21043776

Msc. Human Resource 2011Management 2012

MSc HRM Dissertation

Shibin Shaji Cherian 21043776

Msc. Human Resource 2011Management 2012

Research Philosophies and Methods:

Shibin Shaji Cherian 21043776

Msc. Human Resource 2011Management 2012

3.3 Data Analysis 3.4 Ethical Considerations 4

Data findings, analysis and discussions:

Shibin Shaji Cherian 21043776

Msc. Human Resource 2011Management 2012

Conclusion, Recommendations, Limitations and Suggestions:

Personal Reflection References Appendices

Tables and Figures

Shibin Shaji Cherian 21043776

Msc. Human Resource 2011Management 2012

Shibin Shaji Cherian 21043776

Msc. Human Resource 2011Management 2012

Shibin Shaji Cherian 21043776

Msc. Human Resource 2011Management 2012

Shibin Shaji Cherian 21043776

Msc. Human Resource 2011Management 2012

Shibin Shaji Cherian 21043776

Msc. Human Resource 2011Management 2012

Shibin Shaji Cherian 21043776

Msc. Human Resource 2011Management 2012

Shibin Shaji Cherian 21043776

Msc. Human Resource 2011Management 2012

Shibin Shaji Cherian 21043776

Msc. Human Resource 2011Management 2012

Shibin Shaji Cherian 21043776

Msc. Human Resource 2011Management 2012

Shibin Shaji Cherian 21043776

Msc. Human Resource 2011Management 2012

Shibin Shaji Cherian 21043776

Msc. Human Resource 2011Management 2012

Shibin Shaji Cherian 21043776