The Key Drivers and Manifestations of Public Servant Resistance to Emiratization Outsourcing in the UAE Government Sector Sector

Abstract

A growing interest in outsourcing within governments around the world has been reported. In 2015, the United Arab Emirates (UAE) government announced that the roadmap for outsourcing most federal government works to the private sector is ready. Organizations in the UAE federal government worked on the Emiratization policy for years to reach an Emiratization percentage of 65% in 2020. To the present, this target has not been achieved so outsourcing remains the best solution to reduce the number of public servants in the government sector, especially UAE nationals, which may impact them by shifting them to the private sector; this may result in a public servant resistance. Such resistance could affect the success of outsourcing as well. There is a lack of studies that report the challenges faced by federal organizations in UAE outsourcer their services, and have a high percentage of local employees, at the same time, which may result in public servant resistance. Therefore, the aim of this study is to identify the main drivers and forms of public servant resistance to Emiratization outsourcing in the UAE government sector. The result shows high degree of concerns among public servants with respect to job loss and job security, reflecting anxieties within the workforce regarding displacement and loss of control. This fear can lead to active resistance or disengagement, hindering smooth execution of outsourcing srtagetegy in public service organizations in the UAE. Accordingly, it is recommended that regularly communicate with the employees by the managers for the purpose, benefits, and impact of outsourcing on job roles. Ensure employees understand that outsourcing is not synonymous with job loss. Also involve employees in the outsourcing process from the beginning. Seek their input and address their concerns to reduce resistance and foster a sense of ownership, such as recognition and rewards by recognize and reward employees for their contributions and adaptability during the transition