Human Resource Management,

Arab World Edition

Gary Dessler, Akram Al Ariss

Chapter 2: Managing Diversity in the Arab Countries

Lecturer:

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 After studying this chapter, you should be able
to:

1. Cite the main features of diversity in the context of work.

2. Discuss the context of diversity in the Arab countries.
3. Explain and illustrate the case of diversity in one Arab
country: Lebanon.
4. Avoid employment discrimination problems.
5. Compare the context of the U.S.A. and cite specific
discriminatory personnel management practices.

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 Chapter Overview

• This chapter provides an overview of diversity in the context

of human resource management (HRM) in Arab countries.
• Examples are provided of discriminatory practices, together
with suggestions for proactive programs.
• Diversity is a relatively new subject in the context of the
Arab world, but diversity policies are slowly developing.
• While this remains a delicate issue, observing and
understanding diversity will help in recognizing its
importance in human resource management (HRM).

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 An Overview of Diversity Policies In the
Context of Work
• The term ‘diversity’ is largely used in the U.S.A. and the U.K.
• Attributes of diversity can be both visible and invisible.
• Thus, education, professional experience, gender, and
ethnicity include diverse visible and invisible attributes.
• In Arab countries, diversity connotes gender, immigration, and
religious matters.
• In the U.S.A., Title VII of the 1964 Civil Rights Act represents
legislation to combat discrimination based on ethnicity, and
the Equal Employment Opportunity Commission (EEOC)
administers the Civil Rights Law in employment.
• Lebanon exemplifies religious diversity and its regulation by
the government among its diverse religious groups.

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 The Importance of Managing Diversity in HRM

• The equality approach is based on merit and equal

treatment of diverse individuals.
• The business case approach extols diversity of employees as
desirable to promote creativity and market viability.
• Thus, equality promoters uphold morality, and business
case promoters value a diverse and creative workforce.

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 The Context of Diversity in Arab Countries

• In Qatar and Saudi Arabia, it is reported that Asian workers

are discriminated against with less pay than Europeans and
Americans.
• The role of Arab women continues to be limited to family,
despite progress in work and in positions of power.
• In Saudi Arabia, women are prevented from traveling or
driving without a male guardian.
• High-profile examples of powerful women in the U.A.E.,
Bahrain, and Saudi Arabia have been publicized.
• Four types of diversity can be witnessed in Arab countries,
which are based on: religion, gender, ethnicity, and disability.

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 The Context of Diversity in Arab Countries
(cont)

Three strong links can be identified between diversity in

the Western context, and in Arab countries:
1. As in Western societies, there are disadvantaged groups in
Arab countries – migrants, women, and the disabled.
2. Similar to the diversity models in the West, diversity in Arab
countries can be used to empower ethnic minorities and
women and eliminate discrimination against them.
3. Like the debate between equality and equity models of
diversity in Western countries, there is a growing demand in
Arab organizations for merit rather than on discriminatory
practices such as wasta in the selection and promotion of
candidates.

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 Diversity in Practice: Lebanon

• Lebanon is a small Arab country that presents an example for

understanding religion, gender, disability, and ethnicity.
• The President is a Maronite Christian, the Prime Minister is a
Sunni Muslim, and the Speaker is a Shi’ite Muslim.
• In the private sector, small family businesses are managed
by people of a single religion, focusing mainly on productivity.
• Gender diversity practices remain limited, despite increasing
education of women along with their job market integration.

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 Diversity in Practice: Lebanon (cont)

• The national level of illiteracy among females is twice that of

males.
• Women hold far fewer managerial jobs, and earn less than
males with similar qualifications and job descriptions.
• The law prevents women married to non-nationals from
passing their nationality to their husbands and children.

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 TABLE 2-1 Disabled Population in Selected Arab Countries

Low Estimate High Estimate

Algeria 1,158,100 3,098,700

Djibouti 7,000 69,300

Egypt 2,608,500 6,979,500

Iran 2,519,700 6,741,900

Iraq 725,200 1,940,400

Jordan 196,100 524,700

Lebanon 133,200 356,400

Morocco 1,113,700 2,979,900

Syria 510,600 1,366,200

Tunisia 358,900 960,300

West Bank & Gaza 125,800 336,600

Yemen 193,000 1,910,700

Total 9,649,800 27,264,600

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 Illustrative Discriminatory Employment
Practices

In Recruitment
• Word of mouth that are limited only to a favored few
• Deliberately misleading information that denies fairness
• ‘Help Wanted’ ads discriminating against the disadvantaged

In Selection Standards

• Tests that are unrelated to the job

• Preference given to people with wasta
• Physical characteristics that are unrelated to the job needs
• Arrest records that are indiscreetly/indiscriminately applied
• Application forms that seek discriminatory information

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 Diversity Management and Affirmative
Action Programs in the World

• Hiring minorities has become inevitable due to globalization.

• Workforce diversity has become a business imperative.
• Workforce balance and harmony requires diversity of race,
gender, culture, national origin, handicap, age, and religion.
• Managing diversity involves maximizing benefits and
minimizing potential barriers to the company’s performance.

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 Diversity Management and Affirmative
Action Programs in the World (cont)

• Elements of a diversity management program include:

– Strong leadership
– Assessment of the situation
– Diversity training and education
– Changing of the organizational culture and
management systems
– Evaluation of the diversity management program

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 Is the Diversity Initiative Effective?

• Are there women and minorities reporting directly to senior

managers?
• Do women and minorities have a fair share of the jobs and
assignments that are the traditional stepping-stones to
successful careers in the company?
• Do women and minorities have equal access to international
assignments?
• Is the employer taking steps to ensure that female and
minority candidates are part of the company’s career
development process?
• Are turnover rates for female and minority managers the
same as, or lower than, those for male managers?

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 Key Terms

affirmative action
diversity
Equal Employment Opportunity
Commission (EEOC)
managing diversity
Title VII of the 1964 Civil
Rights Act
Vocational Rehabilitation Act of
1973

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