Oman: International HRM for the 21st Century - Essay Sample

Introduction

The 21st century has brought about an immense revolution in the work environment, making it even more challenging for businesses to operate in the changing global scenario. International business human resources have to realign their sourcing styles and strategies according to the regions of operation. International Human Resource Management, then, is the set of activities that target HR management at the international level, thus enabling the firm to attain its objectives.

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Oman is a Middle Eastern country that shares its border with Saudi Arabia, the United Arab Emirates, and Yemen. The country is well known for exporting crude petroleum, petroleum, and refined petroleum (OEC, 2020). In previous years, Oman's government has expanded services and created job opportunities for Omanis through infrastructural projects. Recent research show worker inability to acquire skills despite privatization measures to decentralize government operations. Therefore, in collaboration with private sectors, the government needs to upgrade the workforce education and skills.

Generally, remuneration for a worker in Oman ranges from 458 Omani Rial (OMR) to a maximum of 1,779 OMR. The pay is the monthly salary plus bonuses attached in the various working areas. It is important to note, however, that the salaries vary among different job categories. According to Statistica Research Department, the average Western HR manager of a Multinational company in Oman earned about 11 thousand U.S. dollars per month as of 2017. It is critical to note that the domestic worker's salary is hard to obtain as income information is sparsely published.

Sultan Qaboos bin said demonstrated autonomy in his rule over Oman. He constituted high authority within the power structure of the Sultanate Oman. Current economic challenges in Oman poses a difficulty for the new Sultan in a bid to Monopolize power. Several alternatives, however, exist presenting different implications to the economy and politics of Oman. Politics significantly contribute to the organizational leadership of Oman. According to the international journal of leadership studies, governance relies much on tribal loyalties as a source of legitimation (Ospina, 2017). Generally, the administration of Oman paints a clear picture through their long-term goals of improving the nation's workforce.

Over the past few years, the human resource strategies in Oman have shown significant development, which breeds the desire to do business. The government, in its vision 2020, established several formal five years plans for economic diversification—the core objectives of this series of programs (1995-2020) being human resource development. At present, Oman is in the fifth phase of its strategic plans. Evidence shows the continued government's effort to invest in HR through education and training programs, with building skills being the focal point.

The disparity between male and female participation in paid work remains despite the significant increase in women's involvement over the past two centuries. Oman's government has progressively improved women's participation in the labor market. Development in Oman's institutional framework should work for the benefit of Women. However, features such as the high percentage of women in low-quality jobs need to be addressed in Oman's labor Market.

As discussed earlier, under remuneration, the pay for the managers from the U.S would be about $11,000, and locals hired would earn about 458 OMR to 1779 OMR as monthly salary, including bonuses. Generally, state such as Oman in the Gulf Cooperation Council (GCC) has labor policies which make expatriates pay relatively cheap than local workers. The Sultanate of Oman and other states have a "nationalization" scheme that advocates for local employment.

References

OEC. (2020). Product trade. Oman. https://oec.world/en/profile/country/omn/

Ospina, S. M. (2017). Collective leadership and context in public administration: Bridging public leadership research and leadership studies. Public Administration Review, 77(2), 275-287.