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Research topic – Human Resources Management Challenges post Covid-19 in Tourism Industry in Dubai, Middle East.
Completed Introduction submitted to the Professor:
Across the ages, pandemics has played a part in influencing the formation of human culture. Few people going through this pandemic will recall outbreaks on this magnitude, but history tells us that what we are seeing now, is not something new although it is extremely devasting. The global spread of new disease is considered a pandemic. The initial outbreak of severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2), the virus that causes COVID-19, was in Wuhan, Hubei province, China, in December 2019. As of October 2020, the virus has reached 35.5 million cases and caused 1.04 million deaths worldwide (Zoppi, 2020). COVID-19 were a new disease with no vaccine or treatment options to combat it, instead immune boosters was one of the means to fight the disease.
The world has faced immense global economic, social and health emergency due to the pandemic. Dubai Emirate’s main economic drivers – trade, transportation, tourism, retail, and real estate – are slammed shut with the world in lockdown. Dubai has minimal oil resources and lacks the financial muscle of its wealthier neighbours such as Abu Dhabi and Qatar to cushion the economic impact of Covid-19. Expo 2020, which was scheduled to open in October, has been pushed back 12 months – joining a long list of global events that have fallen victim to the pandemic (Kerr, 2020). Unfortunately, travel and tourism were one of the most affected industries in almost all the countries around the globe, with aircraft on the ground, hotels closed and travel restrictions in place. Businesses which contribute substantially to the region’s GDP and provide thousands of jobs are at risk without these vital connections, For the region’s economic recovery, it is imperative that the industry restart safely as soon as possible. Tourism is a major source of income for the majority of the UAE followed closely by oil.
The government estimated that there would be 20 million visitors to the country in 2020. However, in mid-March 2020, the UAE government announced that due to the coronavirus pandemic, no tourist visas would be issued, which effectively stopped tourism dead, in what was the height of tourist season (Feilder, 2020). Even though the UAE Tourism has experienced a major financial loss, there was only a slight decrease in the employment rate of -1.3% in 2020 versus 2019 as per Euromonitor (2020), which is considered to be relatively low in comparison to other countries’ employment rate. Decrease in employment rate, does not only affect the employee’s wages but also affect his/her health and mental wellbeing. In addition, when the employment rate decrease government unemployment insurance payment increases which a financial burden to the economy.
Throughout the COVID-19, HR professionals had to come up with new innovative ways of working which was at times incredibly challenging. Now, HR professionals need to focus on overcoming the HR challenges that lie ahead post COVID-19 pandemic. Today, HR Leaders are working around the clock, taking unprecedented measures to keep their employees safe and ensure that their organization survive (Bingham,2020).
This study aims to present the Human Resources challenges that the Tourism in Dubai, UAE will face post COVID-19 by adopting the PESTLE and SWOT analysis. These challenges will analyse specific HR areas of Talent acquisition, Employee wellbeing, HR Digital processes, and Remote working post COVID-19. Firstly, we would question why these challenges will appear and what approaches can be implemented to adapt or overcome these challenges by the HR professionals. Secondly, this study will explore these challenges through research and try to solve it by utilizing various HR methods including qualitative and quantitative. Once there is clearer picture, the result of the findings of these four areas will be analysed and proposed solutions will be recommended. Change is inevitable, to thrive through change is to be prepared for the change and this how HR will succeed during post COVID-19. In the next chapter, we will dive deeper into these four HR areas focusing on Dubai Tourism.
1) How does the tourism industry cope with the challenges of their people during the pandemic?
2) What are the strategies the company adapt during the Covid 19 lockdown in order to keep their employees motivated?
3) What are the strategic human resource processes that will be implemented in the UAE tourism industry after the Covid 19?
4) What are the intervention programs that should be in place in order to put tourism back on track in the UAE?
To the problem statement, I have sent out questions to HR professionals in Dubai hospitality
Employee wellbeing – EW
HR Digital processes – HRP
Remote working – RW
Talent acquisition – TA
The quantitative results were:
Column 1 Column 2 Column 3 Column 4
Column 1 1
Column 2 0.454800183 1
Column 3 0.139950929 0.145589251 1
Column 4 0.146369024 0.487695773 0.360117318 1
Multiple R 0.814268847
R Square 0.663033755
Adjusted R Square 0.470481616
Standard Error 2.623688053
Independent Variable Dependent Variable
Ho1. There is no relationship between EW and RW.
H1 . There is relationship between TA and RW.
H2. There is relationship between HRP and RW.
I do not know how to start with the methodology and how to answer all 4 problem statements.
I want to include also a research of the future of Dubai Tourism from Euromonitor.
Research Strategy and tools; Time Horizons of the study
Data Collection techniques
Data Analysis techniques
Reliability and Validity of research
Limitations of the Research
If you any further details, please let me know.
Thanks and regards,