Int. j. econ. manag. soc. sci., Vol(3), No (12), December, 2014. pp.

874-882

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International Journal of Economy, Management and Social Sciences

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ISSN:
2306-7276

Copyright 2014. All rights reserved for TI Journals.

Managing Young Professional Talent in the UAE:

Work Motivators and Gender Differences
Hwee Ling Lim *
The Petroleum Institute, Abu Dhabi, United Arab Emirates.
*Corresponding author: hlim@pi.ac.ae

Keywords

Abstract

Emiratization
Gender
Workforce participation
United Arab Emirates

The United Arab Emirates (UAE) labour force is male dominated but corporations have recently awakened to
the potential of an untapped human capital source young women professionals. However, the successful
encouragement of female workforce participation requires companies to understand what motivates their
vocational choices. Yet, there is a scarcity of gender research on work motivational preferences of
professionals in the Arabian Gulf. Hence, this study investigated gender differences in the work preferences of
Generation (Gen) Y professionals in the UAE petroleum industry. Surveys and interviews were conducted with
150 respondents from nine petroleum companies in Abu Dhabi. The findings showed that male and female
respondents valued most intrinsic and extrinsic work motivators. Specific motivators preferred by both genders
were found and changes in the importance placed on specific motivators, by each gender, in recruitment were
compared with retention. Recommendations for recruitment and retention of Gen Y provided would help
companies manage this young generation who are vital to the energy industry. This study contributed to scarce
research on Gen Y in the UAE and extended previous studies on Emirati Gen Y at work.

1.

Introduction

The United Arab Emirates (UAE) petroleum industry needs all possible resources to produce hydrocarbon products in a cost-effective manner.
Hence, companies in the energy sector strive to develop new exploration and production technologies. However, they face the challenge of
having to secure the most talented professionals in a highly competitive labour market that is exacerbated by the big crew change which is the
retirement of the older workers and the entry of the young Generation (Gen) Y into the countrys workforce. The UAE labour force, particularly
in the petroleum industry, is male dominated but corporations have recently awakened to the potential of an untapped human capital source
young women professionals. However, the successful encouragement of female workforce participation requires companies to understand what
motivates their vocational choices, so as to re-orientate corporate policies towards the needs of women professionals. Yet, there is a scarcity of
gendered studies on work motivational preferences of professionals in the Arabian Gulf. Hence, this study investigates gender differences in
work preferences of Gen Y professionals in the UAE petroleum industry. The findings can enable organizations in the critical energy sector
formulate personnel policies that meet the specific needs of this young generation which would sustain the nations economic growth.

2.

Literature Review

2.1 UAE population and workforce

The generation construct was originally introduced by Karl Mannheim (1952) for analyzing social stratification in sociology [1]. Eyerman and
Turner (1998) defined generation as a cohort of persons passing through time who come to share a common habitus, hexis and culture, a
function of which is to provide them with a collective memory that serves to integrate the cohort over a finite period of time [2, p.93].
Subsequent researchers adopted key aspects in the construct such as cohort (group), time (birth years), and collective memory (life experiences).
This study defines generation as a cohort of individuals grouped by its age, shares the historical and social experiences, behavior and beliefs
common to that time [3].
There are five generations generally labelled by birth years as Traditionalists; Baby Boomers; Gen X; Gen Y; and Gen Z. The personal and work
traits of generations in the US are well documented. At work, Baby Boomers are independent thinkers; Gen X lack commitment to long-term
jobs; Gen Y need constant feedback and value learning opportunities above money. In life, the older generations valued self-direction and
universalism compared to the younger generations focus on achievement and hedonism. Across generations, gender differences were present as
men valued tradition and power more than women while the latter preferred security [4-6].
The UAE population was estimated at 5.1 million (2011) with citizens as the minority (19%, Emiratis) and expatriates forming 81%. The labour
force was 3.7 million (2010) with a similar configuration of 15% Emiratis and 85% expatriates [7]. The demographics reflect the presence of
five generations [8]: Traditionalists (1925-1945); Baby Boomers (1946-1964); Generation X (1965-1979); Generation Y (1980-1999); and
Generation Z (from 2000). In 2010, Gen X and Y were the two largest groups (35%; 36%). However, by 2015, Gen Y will be the largest group
(45%), followed by Gen X (26%) [9]. Hence, the presence of the youth bulge which occurs when the group aged 15-24 increases considerably
compared to other segments [10]. When extrapolated to the labour force, the statistics suggest that Gen X retirement would start the big crew
change which is the departure of the oldest employees and the influx of the next generation. Also, the Gen Y entry will challenge organizations
regarding how to attract and integrate them into the existing workforce.
Detailed UAE labour statistics are not available but employment data distributed by gender and nationality was released recently for Abu Dhabi,
capital of UAE [11]. The Abu Dhabi labour force totaled 0.9 million (2008) (Table 1) and male workers dominate at 85% (expatriates) and 79%
(Emirati).
While the Abu Dhabi literacy rate is 92.1%, females showed a higher literacy rate (93.6%) compared to males (91.3%). In educational
attainment, female graduates out-numbered males at secondary, university and master degree levels (Table 2). Although Emirati/expatriates
females are well-represented in higher education, their workforce participation is lower than men (Table 1). This has implications for the
petroleum sector which is UAEs most important industry. Abu Dhabi has over 100 billion barrels of proven crude oil reserves and contributes to
3% of global production. The emirate holds 92% of UAEs gas reserves and is the worlds fifth largest natural gas exporter [12]. Hence, the
availability of well-educated male and female professionals is vital to sustain the countrys economic growth.

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Managing Young Professional Talent in the UAE: Work Motivators and Gender Differences
International Journal of Economy, Management and Social Sciences Vol(3), No (12), December, 2014.

Table 1. Labour force by nationality, gender, Abu Dhabi, 2008

Male

Female

Total

Emiratis

79%

21%

96,319

Expatriates

85%

15%

822,979

Abu Dhabi Labour Force*

84%

16%

919,298

*employed and unemployed persons 15 years old and above

Table 2. Educational status* by gender, nationality, Abu Dhabi, 2010

Secondary

University

Master

Emiratis

Total
315,811

Male

31.9%

9.5%

0.9%

Female

33.7%

10.0%

0.2%

Expatriates

157,626
158,185
1,368,611

Male

20.1%

11.6%

1.1%

1,067,778

Female

26.9%

17.1%

1.3%

300,833

*persons 10 years old and above

The inclusion of women professionals into the male-dominated petroleum industry is a necessary business imperative to fill the looming labour
shortfall as Gen X retire. Moreover, organizations are starting to realize that women bring unique perspectives to the workplace and gender
diversity leads to more effective management practices, higher productivity in workgroups, better relationships with stakeholders, and an
enhanced corporate public reputation [13]. To improve female workforce participation, companies need to understand their personal and
professional aspirations that lead to corporate policies which attract and retain women professionals in the industry.
2.2 Emiratization and female workforce participation
Emirati unemployment rate rose steadily from 1985-2001 to reach a high of 15.2% in 2001 (Table 3). Generous state welfare benefits, including
free medical care, education, subsidized housing, financial support for weddings (Marriage Fund), enable Emiratis to lead affluent lifestyles that
could have discouraged job seeking. Concerns over this trend prompted the UAE government to adopt labour nationalization policies in 2000
that focus on reducing the reliance on expatriates by replacing them with local workers [14, p.4]. The Abu Dhabi Tawteen Council was
established to oversee Emiratization - an affirmative action labour policy for creating jobs for citizens. Emirati unemployment declined from
15.2% (2001) to 12% (2005) and the policy was most successful in public and banking/insurance sectors [15]. Yet, female Emirati
unemployment remained high (15.5%, 2005) even with more educational and career opportunities for women.
Table 3. Abu Dhabi unemployment rates by nationality, gender, 1985-2005
1985

1995

2001

2005

Emiratis

3.5

5.1

15.2

12.0

Male

3.5

5.1

12.6

11.1

Female

4.2

4.9

26.6

15.5

Expatriates

0.8

1.1

2.7

2.5

Male

0.6

1.0

1.8

1.9

Female

2.4

2.1

9.8

6.3

Socio-economic conditions favor womens entry into the workforce: a more liberal attitude from family/spouse towards female employment
with higher cost of urban living [16]; higher educational attainment by females; and later marriages as the age of first marriage shifted 2.2 years
later; from 23.7 years (1995) to 25.9 years (2010) compared to 1.2 years for males in the same period [11]. Lastly, the ready availability of
support for housework/child rearing from extended families and low-cost imported domestic workers. However, in their study on declining
fertility rates among UAE nationals, Al-Awad and Chartouni (2010) found that employment of domestic workers increases the incentive to have
more children rather than encourages women to work [17]. El-Haddad (2003) explained that the dependence on domestic workers in the Gulf
Cooperation Council (GCC) states does not necessarily facilitate female employment but should be considered an effect of greater urbanization
and wealth [16].
Farrells (2008) study [18] on female nationals in the UAE private banking sector highlighted main obstacles to workforce participation
including a lack of equal remunerations; opportunities for career development; flexible work hours for balancing work and household
responsibilities; fair promotion opportunities; culturally sensitive work conditions (contact with males, geographical mobility). Metcalfs (2007)
study on work experiences of female professionals in Bahrain (a GCC state) identified the lack of management policies that support work-family
balance and a scarcity of women professionals as mentors [19].
Hence, talent management in the UAE petroleum industry is complicated by several factors: entry of Gen Y and the need to understand what
these young workers want from their jobs in order to recruit and retain them in the industry; need to support Emiratization by enhancing Emirati
presence in the workforce; need to re-evaluate existing corporate personnel policies and develop new strategies that cater to the specific
requirements of female employees. Since little is known about Gen Y in the UAE that could be used to inform organizational initiatives, this
study on gender differences in work preferences of Gen Y professionals in the UAE petroleum industry would contribute toward filling this gap
in knowledge.
2.3 Work motivator concept
Main concepts and measures used in this study were described in earlier works by the author [20, 21] and summarized from those publications
here. Workplace motivators are internal and external factors affecting employee productivity and job satisfaction. Herzbergs (1968) two-factor
theory states that job satisfaction is affected by extrinsic and intrinsic factors [22]. Extrinsic (hygiene) factors do not necessarily motivate a

Hwee Ling Lim *

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International Journal of Economy, Management and Social Sciences Vol(3), No (12), December, 2014.

person in his job, but their absence would result in dissatisfaction. Intrinsic factors include feelings of achievement, responsibility, recognition.
Their absence may not result in dissatisfaction, but their presence increases motivation. The theory assumes that hygiene factors must be present
to ensure that employees are not dissatisfied before intrinsic motivators can be used to stimulate performance.
Herzbergs distinction between extrinsic and intrinsic factors forms the basis for understanding Twenge et al.s (2010) model used to measure
work preferences on five motivational dimensions [23]:
Extrinsic work motivators are tangible rewards: salary, promotion opportunities, job status, physical work environment.
Intrinsic work motivators are intangible rewards that reflect an inherent interest in the nature of the work leading to individuals
deriving enjoyment from their jobs.
Leisure work motivators are rewards that enable a work-life balance: flexible work hours, vacation leave.
Social/Affiliation work motivators are emotional rewards that satisfy the need to be connected to others such as interpersonal
relationships in work teams. The observation of cultural norms can determine the desirability of the motivator.
Altruistic work motivators are intangible rewards that satisfy the need to help others and contribute to society.
2.3 Work motivator concept
Factors affecting Gen Y work motivators were examined in the following: Treuren and Anderson (2010) surveyed the employment expectations
of Australian university students measured as factors including high salary, travel opportunities, work-life balance [24]. Montana and Lenaghan
(1999) examined inter-generational differences in work motivators among US respondents [25]. In the UAE, Shatat et al. (2010) focused on the
employment expectations of Gen Y engineers [26]. Abdulla et al. (2011) examined factors affecting job satisfaction among Dubai Police Force
employees (34 years average). Two recent studies examined work preferences of Gen Y Emirati [20] and Saudi professionals [21] using Twenge
et al.s (2010) model. Literature findings showed that important factors influencing work preferences were intrinsic and extrinsic motivators
(Table 4) with extrinsic motivator as most important in Emirati-dominated datasets [27, 20]. These studies provided insight on Gen Y yet none
segmented the results by gender hence gendered differences in work motivators need further research.
Table 4. Most important work motivators in literature

3.

Treuren and Anderson (2010)- Australian

Intrinsic
(1) Job satisfaction/interest
Extrinsic
(2) Ongoing training/ development
Leisure
(2) High salary
(2) Work-life balance

Montana and Lenaghan (1999) - American

Extrinsic
(1) Steady employment
Social-Affiliation
(2) Respect for me as a person
Intrinsic
(3) Good pay
(4) Chance for promotion
(5) Opportunity for selfdevelopment
(6) Freedom on the job

Abdulla et al. (2011) -UAE expatriates & Emiratis

Extrinsic
(1) High salary
Intrinsic
(2) Nature of the work
Social-Affiliation
(3) Organizational policy
(4) Supervision
(5) Relationship with co-workers
(6) Promotion opportunity

Shatat et al. (2010) - UAE expatriates & Emiratis

Intrinsic
(1) Clarity of objectives/goals
Leisure
(2) Opportunities for development
Extrinsic
(3) Work-life balance
(4) Flexibility & freedom
(5) Rewards & compensation

Lim (2012a) - Emiratis

Extrinsic
Intrinsic
Leisure
Social-Affiliation
Altruistic

Lim (2012b) - Saudis

Intrinsic
Extrinsic
Social-Affiliation
Leisure
Altruistic

Methodology

3.1 Sampling and ethics

Criterion sampling was used to select participants with specific characteristics: Emiratis; expatriates; born 1980-1990 (aged 22-32 in 2012); both
genders; engineering and administrative staff from petroleum companies. These criteria were set because (a) respondents born after 1990 are
younger than 22 years (in 2012), may not have started work hence their conceptions of work would be less mature; and (b) engineering and
administrative staff form most positions in the oil/gas industry.
Ethical issues of confidentiality and participant protection [28] were handled by replacing actual names with codes and deleting details that may
identify the respondents, employers or workplace during data processing. Informed consent was handled by a form (in paper/online versions)
that explained the issue being researched and what was expected of participants, with the assurance that they could withdraw from the study at
any time. All participants signed a paper consent form or selected ACCEPT in online surveys.
3.2 Instruments, dataset sizes, data analysis
Two survey questionnaires were used: Survey A and B that were administered via paper and online modes to facilitate access by respondents in
remote worksites. The online survey was designed using LimeSurvey an open source web survey software [29]. Survey A (paper/online) was a
self-administered questionnaire with 25 questions (closed and open-ended). Survey B-1 (paper/online) excluded open-ended questions that were
asked in individual semi-structured phone interviews. B-2 contained open-ended interview questions that followed up on the responses provided
earlier in B-1. After obtaining approval from nine petroleum companies in Abu Dhabi for access, the paper questionnaires were administered and
collected on-site. Email invitations containing links to the online survey were disseminated to employees via the companies manpower
development divisions and phone interviews were conducted.
The final sample size was 150 respondents (Emiratis, 94%; females 38.6%). Out of 190 survey returns, 40 were discarded due to abandonment
or indiscriminate answers. The usable dataset was 150 comprising 104 (paper survey) and 46 returns (online survey). The quantitative and
qualitative data obtained were statistically and interpretively analyzed, respectively. Content analysis was conducted on the qualitative data
while the quantitative data are presented as descriptive statistics.

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Managing Young Professional Talent in the UAE: Work Motivators and Gender Differences
International Journal of Economy, Management and Social Sciences Vol(3), No (12), December, 2014.

3.3 Justification of survey methods

Although online survey offer advantages such as lower cost, timeliness and reduced social desirability effects, its disadvantages include lower
response rates and Internet availability [30]. The combined use of paper and online surveys here is justified given the constraints: location of
respondents and timeliness. The petroleum industry personnel include those stationed in remote/offshore sites with Internet access, so web
surveys are appropriate for respondents in restricted and geographically distant workplaces. Also, a more rapid turnaround time is achievable
with online compared to postal survey as invitations could be conveniently email to respondents. Lastly, by linking surveys with interviews, the
mixed-methods design enabled method triangulation. When the same questions were asked in surveys and interviews, it compensated for the
weaknesses in using a single method, thereby enhancing the validity of results.
3.4 Survey measures
Twenge et al.s (2010) [23] five motivational dimensions were operationalized as survey questions in Table 5.
Table 5. Work preferences measures
Motivational dimensions
Intrinsic
Extrinsic
Leisure
Social/Affiliation
Altruistic

Questions*
b) Having a job where I can learn new skills and be creative
a) Having a job with high salary, status and chances for promotion
c) Having a job that leaves a lot of time for other things in my life
d) Having a job where I can meet a lot of people
e) Having a job where I can help society directly

*Q.20 To what extent are the following aspects about your job important to you personally on a scale of 5-1(One of the Most
Important) -1 (Dont Know)?

4.

Results and Discussion

4.1 Respondent profile

The respondents were mainly Emiratis (94%), single, in their late 20s (26-30 years), and employed at their first job. Since expatriates formed
only 6% of the sample, with negligible impact on the findings, the results presented here will differentiate between gender rather than
nationality. Males formed 61% and females 39% of the total sample (n=150). The lower proportion of females was due to the fewer Emirati
women present in the workforce, strong privacy concerns, and limited access to Emirati women as they are considered a hidden population in
a conservative Muslim society [31, p.119]. The greatest differences between the male/female Emirati respondents were in their qualifications,
income, work experience, place of work and home ownership (Table 6).
Female respondents were more educated (91.4%, bachelors degree) yet most declared a lower average monthly income (76%, 30,00039,000AED) compared to males. This is consistent with Tongs (2010) findings on gender gaps in UAE salaries whereby highly skilled females
were paid less yet work longer hours than their male counterparts [32]. More male respondents (53.3%) had over one year work experience
compared to females (43.1%). For job postings, only 4.3% females were located offshore (outside Abu Dhabi city) compared to 20.7% males.
Following Emirati societal norms, most females live with the family (98%) and were less likely to own their own homes. These aspects of the
respondents profile were consistent with the concerns raised by Emirati females [18] over equal remuneration between genders, jobs that
involve geographical mobility and mixed gender workplaces.
4.2 Findings and discussion
Table 7 shows that the two most important work motivators were intrinsic and extrinsic which were consistent with the literature. The most
important work motivator for both genders was intrinsic hence respondents were most motivated by jobs that are challenging, offer variety, room
for creativity and new skills development. This finding differed from [20] where extrinsic motivator was ranked highest by Emirati respondents.
The difference could be due to the earlier sample which included university students (54%) as well as working adults, and most respondents
were in their early 20s (20-24 years). This aspect is discussed further below.
The emphasis given to intrinsic work motivators by the Emirati respondents was unexpected as nationals are typically negatively stereotyped by
private sector employers as under-skilled, unmotivated and unproductive [14]. This could be due to impending changes to employment
opportunities for citizens. As government positions for nationals reach saturation [15], Emirati Gen Ys will face greater competition for public
sector jobs particularly when they become the largest demographic group by 2015. Hence, there could be a strong motivation to develop work
skills that will be necessary for nationals to compete for both private and government jobs.
Table 6. Respondent profile
Demographics*
Nationality
Gender**
Age range (yrs)
Marital status
Work experience
Place of work@
Professional field
Highest qualifications

26-30
Single
More than 1 year
Offshore
Engineering
Administration
Bachelors degree
Masters degree

Male
91.3%
8.7%
61.3%
52.2%
58.7%
53.3%
20.7%
73.9%
20.7%
73.9%
6.5%

Female
98.2%
0.8%
38.7%
46.6%
67.2%
43.1%
4.3 %
62.1%
27.6%
91.4%
3.4%

30,000-39,000
40,000-49,000
Home owner
Living with parents / relatives / family
Living alone

32.6%
44.6%
69.6%
87%
12%

75.9%
12.1%
17%
98%
2%

Emirati
Expatriate

Income & Housing

AV monthly income (AED)#
Housing
Living arrangement

*Based on n=58 females / n=92 males. **Based on n=150.

@
Offshore workplace in the petroleum industry refers to job locations in remote sites outside city limits.
#
Equivalent to US$8,174-13,351 at conversion rate $1=3.67AED, 5 July 2013.

Hwee Ling Lim *

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International Journal of Economy, Management and Social Sciences Vol(3), No (12), December, 2014.

Table 7. Findings on work preferences ranked by importance

Emirati Male (This study)
Emirati Female (This study)
Intrinsic
68.5%
Intrinsic
82.8%
Extrinsic
63.0%
Extrinsic
51.7%
Altruistic
34.8%
Altruistic
22.4%
Social-Affiliation
25.0%
Leisure
15.5%
Leisure
19.6%
Social-Affiliation
10.3%
Lim (2012a) - Emiratis
Lim (2012b) - Saudis
Extrinsic
Intrinsic
Intrinsic
Extrinsic
Leisure
Social-Affiliation
Social-Affiliation
Leisure
Altruistic
Altruistic
Abdulla et al. (2011) -UAE
Shatat et al. (2010) - UAE
expatriates & Emiratis
expatriates & Emiratis
Extrinsic
Intrinsic
Intrinsic
Leisure
Social-Affiliation
Extrinsic
*% responses for point 5 in scale (One of the most important)

The stronger focus on gaining intrinsic over extrinsic rewards could also be explained by demographic factors: work experience, home
ownership and income. Since 50% of respondents are in their late 20s (26-30 years) and 49.3% have more than one year work experience, their
vocational concerns would have extended beyond simply gaining monetary remuneration to valuing career and skills development opportunities.
The rate of home ownership among males was high (69.9%) and when the Effective Working Hour Wage (Table 8) is used to compare the
respondents income with the UAE median, the respondents wages per hour (235-144 AED) were much higher than UAE median (15.6 AED),
hence suggesting that the respondents were in relatively comfortable material circumstances.
Table 8. Effective working hour wages: UAE and respondents in study
Effective working hour wage (EWHW) formula1
UAE
Male 2 respondents
Female 3 respondents

Annual salary/(N of weekly working hours*52 weeks)

= 39,000/(48*52)
480,000/(48*52)
588,000/(48*52)
360,000/(48*52)
468,000/(48*52)

AED
15.625
192.31
235.58
144.23
187.50

UAE median annual salary=39,000 AED; N of work hours per week=48; Work weeks=52 (Tong, 2010, p.5). 2 Monthly
income range for males (44.6%)*12 months. 3 Monthly income range for females (75.9%)*12 months from Table 6.

The assumption made in this study that there would be gender differences in work preferences was partly supported. While the top three work
motivators were the same for both genders, there were differences in the intensity assigned to the top two most important motivators (Intrinsic
82.8% female; 68.5% male / Extrinsic 63% male; 51.7% female). These differences in intensity could be due to greater appreciation by the
Emirati women of recent opportunities to further their education, delay marriage and work outside their homes; and the traditional patriarchal
social structure where the men are expected to provide materially for the families.
Distinct gender differences were found in the ranking of leisure and social/affiliation motivators, with the latter being more important to males.
The greater importance placed by male respondents on having a job where I can meet a lot of people could be due to the need to build
professional contacts and widen their networks at work. However, the social/affiliation motivator was least important to females given their
preference for more restrictive, gender segregated work conditions [18]. Finally, the leisure motivator (having a job that leaves a lot of time for
other things in my life) was more important to female respondents which could reflect their need for work-family balance.

5.

Strategies for Recruitment and Retention

The surveys included two open-ended questions that asked respondents to suggest strategies for the effective recruitment and retention of Gen Y:
Q.23/24 Provide one or more suggestion on how employers can motivate you to work for them / stay/keep working with them. Content analysis
was conducted on the qualitative data. A top-down approach was adopted using a coding scheme with five categories that reflected the measures
(Extrinsic, Intrinsic, Leisure, Social/Affiliation, Altruistic). The responses were first sorted into these five main categories then sub-categories or
sub-themes were derived that refined the coding scheme and identified specific motivators in each category (Table 9).
5.1 Main motivators in recruitment and retention
Quantitative analysis of the suggestions based on a frequency count of theme occurrences revealed that the two most important work motivators
in recruitment and retention of Gen Y were intrinsic and extrinsic (Table 10) which was consistent with earlier findings (Table 7). When
compared between genders, the intrinsic motivator was more important to females while the extrinsic motivator was more crucial to males for
both recruitment and retention. This was consistent with earlier findings and the social-cultural norms whereby men are expected to provide
financially for the family.
5.2 Specific motivators in recruitment and retention: Gender comparison
For recruitment and retention, the common specific intrinsic motivators that appealed most to both genders were Opportunities for career
development (A3) and Availability of good leaders (A8). The provision of Competitive salary, good benefits, and promotion opportunities (B3)
was the specific extrinsic motivator most important to both genders in their decision to join a company and to continue working for the company
(Tables 11-12).

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Managing Young Professional Talent in the UAE: Work Motivators and Gender Differences
International Journal of Economy, Management and Social Sciences Vol(3), No (12), December, 2014.

Table 9. Coding scheme

Main category
Intrinsic

Extrinsic

Altruistic
Social/Affiliation
Leisure

Code
A1
A2

Sub-category
Supportive socio-emotional work environment
Recognition for good work done, effort in work or skills developed through work

A3
A4
A5
A6
A7
A8

Opportunities for career development and training, clear career path available
Clear directions and transparency in company policies and work goals
Creative space given at work
Involvement in decision-making, different views taken into consideration
Challenging work, real work given rather than routine work
Availability of good leaders, mentors, managers who pay attention to / track job performance and
work/personal needs. Availability of system in organization for providing feedback on performance
Respect for me as a person, provide fair treatment at work
Availability of interpersonal trust and trust in ability to do the job
Supportive work-family company environment and policies
Appropriate level of workload to avoid stress and burnout
Fair evaluation of work performance
Fair evaluation of job candidate
Equality with men, equal treatment for both genders at work
Good physical work environment (facilities, equipment, tools)
Job security present
Competitive salary, good benefits, many promotion opportunities
Good company reputation
Fair reward system, linking promotions to performance
Contribute to benefitting society
Culturally sensitive/appropriate workplace
Opportunities to work in effective teams
Flexible work hours
Many vacation days

A9
A10
A11
A12
A13
A14
A15
B1
B2
B3
B4
B5
C1
D1
D2
E1
E2

Table 10. Most effective recruitment and retention motivators

Recruitment*

Retention*

Motivator

Male

Female

Male

Female

Intrinsic

69.0%

79.7%

63.5%

79.8%

Extrinsic

22.1%

13.9%

30.8%

11.9%

Altruistic

0.0%

1.3%

0.0%

0.0%

Social/Affiliation

4.4%

2.5%

3.8%

6.0%

Leisure

4.4%

2.5%

1.9%

2.4%

*% based on frequency count of theme/category occurrences

Table 11. Specific recruitment motivators

Recruitment Motivators

Intrinsic

Extrinsic

Code
A3
A1
A8
A9
A2
A7
B3
B1
B4

Male*
17.7%
15.0%
7.1%
6.2%
5.3%
3.5%
17.7%
1.8%
1.8%

Female*
15.2%
5.1%
11.4%
6.3%
12.7%
7.6%
11.4%
1.3%
1.3%

*% based on frequency count of theme/category

Table 12. Specific retention motivators

Retention Motivators

Intrinsic

Extrinsic

Code
A2
A3
A7
A8
A1
A9
B3
B5
B1

*% based on frequency count of theme/category

Male*
13.5%
11.5%
7.7%
7.7%
6.7%
3.8%
21.2%
4.8%
3.8%

Female*
7.1%
17.9%
2.4%
20.2%
9.5%
6.0%
11.9%
0.0%
0.0%

Hwee Ling Lim *

880

International Journal of Economy, Management and Social Sciences Vol(3), No (12), December, 2014.

Since it is possible that the priority placed on a specific motivator for recruitment shifts in the case of retention, changes in importance of
specific intrinsic and extrinsic motivators between recruitment and retention were compared. The findings showed that for male respondents,
Challenging work (A7), Recognition for good work done (A2) and Availability of good leaders (A8) became more crucial factors in retention
(Figure 1). For female respondents, Availability of good leaders (A8), Supportive socio-emotional work environment (A1) and Opportunities for
career development (A3) gained importance in retention (Figure 2). In the case of retention, the priority placed on the extrinsic motivator
Competitive salary, good benefits, many promotion opportunities (B3) became higher (+ 3.5%) for males and increased slightly for females
(+0.5%).

Figure 1. Specific retention and recruitment motivators: Male

Figure 2. Specific retention and recruitment motivators: Female

881

Managing Young Professional Talent in the UAE: Work Motivators and Gender Differences
International Journal of Economy, Management and Social Sciences Vol(3), No (12), December, 2014.

5.3 Recommendations for effective recruitment and retention

The respondents suggestions highlighted several effective recruitment and retention strategies. Verbatim quotes were included here to more
accurately reflect the voices of the participants, offer greater understanding of their depth of feelings and views in their actual words [32]. The
original expression and orthographic forms were retained in the quotes. For clarity, some quotes were edited. In compliance with research ethics,
actual names were replaced with codes and identifying details removed.
a)

Provide opportunities for career development, new skills training and clear career paths so that Gen Y employees would feel that they will
benefit/are benefiting from working in the company.
"The offer needs to be promising in terms [of] career advancement, and similar to my field of studies and interes[t] [provide] a
guidance program which helps me in getting on my feet and get familiar to the job requirements, and to the surrounding environment."
(R135_M*)
"I think it depends on the program. I chose to work with [Y company] because they have a clear plan for developing people. I know
what I should do, I know everything [needed], I know the steps how can I begin. Like this I think it will be more attractive, it is clear
for us " (R13_F*)
(*M=Male respondent; F=Female respondent)

b)

Ensure availability of good leaders, mentors, managers who pay attention to work/personal needs and track job performance. Also the
availability of formal systems for providing feedback on performance.
"Periodic meeting with senior management are a good motivating tool. If the CEO wants to listen to us and convey his success story,
I'll stay motivated for 6 months! (R107_F)
"Giving them the space to like the job, some jobs are not that interesting. Some jobs are all about reading documents. Even engineering
jobs are all about reviewing documents, commenting on them sending [confirmations], and this you have to do it for 8 hours a day
every day. For myself when I saw that my job is all about this I was like depressed, do I have to read all the time, but one engineer
came to me and told me that you are very important and you do something very important, all the projects are depending on your
[confirmation] and your comment, you have to be dedicated on this, and then [I] realize how important what I am doing is. So my
suggestion is the employee that works with me have to show me how important the job is." (R55_F)

c)

Provide competitive salary, good benefits, many promotion opportunities

"I think companies can attract the employees by provide them salary + good work environment." (148_F)
"Right now everything is going well, the only thing which I see here we are lacking and I think we need an upgrade in the packag."
(R2_M)

Additionally, female respondents highlighted two strategies that are of particular concern to them.
d)

Respect for me as a person, provide fair treatment at work

"....They have to encourage us ..[my] team leader, he is a very expert person and I am just a new one I dont know, my level is
different than his level so he has to respect what I am thinking about even if it is wrong. I dont want anybody to say to me you are
wrong in a direct way. You can teach indirectly I will know the point which you are looking for..." (R49_F)

e)

Provide equality with men at work

"Give more opportunity, specially for ladies to be invovles more in outside projects." (R149_F)
"People who look at your work no matter you are girl/boy you have wasta [influence] or not, your work is what defines you, this is
very important in any work place I want to be in." (R108_F)

6.

Conclusion and Future Research

In conclusion, this study examined gender differences in the work preferences of Gen Y professionals in the UAE petroleum industry,
contributed to scarce Gen Y research in the Arabian Gulf region and extended previous studies on Gen Y at work. It found that both genders
preferred most intrinsic and extrinsic work motivators. Also, Opportunities for career development; Availability of good leaders; Competitive
salary, good benefits, and promotion opportunities were most important specific motivators in recruitment and retention. Moreover, it found that
the importance of specific intrinsic motivators for recruitment changed in retention. These findings have implications for managing human talent
as the results reflect the extent to which the current personnel strategies fit the life-work concerns of the young generation. Hence human
resource managers may need to refine their current policies and examine practical measures to facilitate career development, promotion
opportunities, and provision of good mentors that are important career issues for Gen Y employees.
It is acknowledged that the sample used was limited in size and to business and engineering staff from a certain industry that may not reflect the
typical UAE Gen Y. The findings present a restricted account that is not claimed to be statistically generalizable to population. However, the
results can help UAE companies, besides the energy industry, formulate human resource management policies that will positively influence Gen
Y professionals decision to join and continue working for the organizations. Future research can include a wider range of occupations, industrial
sectors, and other GCC states that adopt labour nationalization policies which would capture a more representative Gen Y sample.

Hwee Ling Lim *

882

International Journal of Economy, Management and Social Sciences Vol(3), No (12), December, 2014.

Acknowledgements
The author acknowledges the grant (#12002) provided by Abu Dhabi National Oil Company and the Petroleum Institute for this research.

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