The greater challenge ever encountered when implementing the programs in organization is the resistance faced to the change process. Therefore, in any implementation of an organizational program change strategy in not only necessary, but also vital tool to control the fear factor amongst the stakeholders involved in the change process. Thus, seven Emirates that are part of the United Arab Emirates (UAE) shares a common goal of the development of its Emirati nationals incorporated in the drive towards ‘emiritisation’, which implies that the Emirati nationals are educated and equipped in order to replace the historical dependency on the expatriates in workplaces which is being reflected by the mobility of its expatriate population. It is in this respect, the change strategy desired by the UAE should aim at processes that mutually reinforce and provide complementary change while minimizing barriers to change.
As Mirabile (1985) puts it, organizational change includes people and processes which interacts during the process of implementation. It should be pointed out that in the change strategy should focus on the safe implementation in line with paying great deal of attention to Human Resources programs such as tasks, roles, function and responsibilities of staffs. This implies that the workforce in the change process should be viewed as part of the desired change and management team rather than “the systems” to be changed in accordance with the National Performance Review
(2006). In order to change UAE’s international image and focus, federal and private organizations need to adapt the competency model since it identifies characteristics or/and competencies that will necessary to transform HR professionals into business partners.
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