Sumber Daya Manusia dan Hubungan Industrial

Problem Based Learning Module

MODUL 2
HUKUM DAN PELUANG YANG SAMA DI TEMPAT KERJA

NAMA KELOMPOK:
1. NIM/NAMA
2. NIM/NAMA

A. Capaian Pembelajaran
1. Mampu mengidentifikasi Praktik Diskriminasi di lingkungan industri dan tempat
kerja
2. Mampu menjelaskan dan mengidentifikasi bentuk Diversity dan multiculturalism
3. Mampu mengidentifikasi Multuculturalism dan hukum

B. Studi Kasus
The Emiratisation HRM Practices of a Petroleum Company

Programs to encourage employment of nationals in preference to expatriates have

become a key feature in the Gulf countries. The United Arab Emirates (UEA) relies
heavily on foreign workers. In 2007, Emiratis represented only 13.5% of the UEA
population. Expatriate workers occupy 98% of private sector jobs (more than 52% of
the total jobs in the UEA), and 91% in the public sector. The unemployment rate for
UEA nationals is around 13%. To enforce Emiratisation, the government has centrally
determined employment quotas for nationals within specific sectors.
EMI/PETROL is a UEA company operating in the petroleum industry. In 1998,
its board formally approved the “Workforce Nationalization Project.” In 1999,
EMI/PETROL became a leader in Emiratisation by allocating the budget of $13.5
million to cover Emiratisation expenses, created a dedicated “Nationals development
Team” (NDT), set a goal to achieve 50% Emiratisation of nonretail staff over a 5-year
period, and publicized its plan through the local press.
In 1999, Emiratis represented 11% of the company’s workforce. After an initial
assessment, EMI/PETROL set measurable emiratisation objectives and policies. The
NDT designed proactive recruitment strategies to generate well qualified UAE
applications, develop competency profiles used to select local nationals and identify
their individual development needs, and created individual training and development
plans for each UAE employee. Once a national trainee was competent in the core
competencies of the target position, the trainee would replace an expatriate employee.
To facilitate cooperation with expatriates, replaced staff could choose redeployment
within the group or an attractive redundancy package. Emiratisation became a key
indicator in the company’s performance management cycle. The numbers of newly
employed and promoted Emirati employees, per year, were used to evaluate the
progress.
In 2003, after the first Emiratisation process review, EMI/PETROL discovered it
was vulnerable to the “poaching” of high-caliber nationals. It responded with a strong
retention strategy (providing preferential terms and conditions for nationals, including
competitive salaries as determined by benchmarking with other organizations) and
implemented specific succession planning. The human resources policy manual says,
Sumber Daya Manusia dan Hubungan Industrial
Problem Based Learning Module
“Recruitment preference is given to citizens of the UAE, and where a vacancy provides
a promotion opportunity and/or development opportunity, national candidates are
reviewed and receive priority.” Today, EMI/PETROL is known as one of the
Emiratisation leaders in the UAE. Even if it did not succeed in its initial objective, it
did manage to achieve 50% Emiratisation of jobs at the professional and management
levels.

Questions:
1. What characteristics of diversity and affirmative action programs do you recognize
in this case?
2. How is the Emiratisation program different?
3. What qualitative and quantitative indicators could companies like EMI/PETROL
use to evaluate their nationalization progress?

C. Identifikasi Masalah

Mengidentifikasi informasi apa saja yang ditemukan pada case study, serta informasi
tambahan apa saja yang perlu diketahui untuk menjawab pertanyaan yang ada pada
case study

D. Hasil dan Pembahasan

Uraikan hasil temuan dan teori dasar yang berkaitan dengan case study

E. Kesimpulan

Kesimpulan dari pembahasan case study yang berkaitan dengan capaian pembelajaran

F. Referensi

Referensi yang dijadikan acuan dalam menyelesaikan case study

Contoh:

Dessler G dan Al Aris. Human resouces Managemen. Edisi Arab Edition.

Pearson. 2012