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Running Head; MANAGING DIVERSITY AND INCLUSION

Managing Diversity and Inclusion: Case Study of Emaar Properties

Name

Course

Institution

Date
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MANAGING DIVERSITY AND INCLUSION

Introduction

Diversity and inclusion has increasingly attracted the attention of scholars in various

management fields across disciplines. The phenomenon is particularly a concerning issue in the

middle east where immigrants make up over 88% of the population, which means religious

interaction is high. Also, due to high population, disabilities tend to become rampant.

Considering that these two aspects of religion and disability are global issues in HRM, it is

important or organizations to have a comprehensive understanding and adopt accordingly. The

purpose of this paper is to explore the concepts of religious and disability discriminations using

the case of Emaar Properties, the UAE based Real Estate organization. Also, the study extends to

policy implications and best practices for both religious and disability inclusivity and diversity

dimensions.

Emaar Properties

Emaar Properties is a multinational real estate corporation founded in 1997 offering property

management and development services across 36 markets in North Africa, North America, North

Africa, and Middle East. The company operates internationally providing property development

and management services. Over the last decade, the company has created a wide range of

employment opportunities across the markets it’s operate, and whose residents belong to

different religious groups, classes of people, races, ages, etc.

The organization’s business operations strategy is premised upon three major pillars;

resilience of assets its builds and manages from various risks, climate change, and most

importantly, to establish a diverse and inclusive working culture and enhance services delivery as

clients’ needs. The commitment of the organization towards attaining an inclusive and diverse
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working environment is evidenced through its actions involving scrapping of all job titles within

the organization, shifting focus to talent from titles. This move by the company has fostered

unity across its 60 companies, and created a working environment that enhances constructive

communication and collaborative teamwork. The employees of the firm actively strive for more

opportunities for impactful experiences, learning the industry’s best practices and applying it in

every possible way.

Case Analysis

Diversity refers to the diverse social, physical and psychological differences that exist among

people; including but not limited to religious, physical ability, socioeconomic, etc. In this

context, inclusion refers to the creation of working environments that promotes sense of respect,

a feeling of welcome, value to be part of and contribute to work. Despite the efforts put by

Emaar Properties to ensure diverse and inclusive workplace environments as possible concerning

the religious and disability dimensions, opportunities for improvements still do exist.

Disability Discrimination dimension

A person with disability refers to an individual with mental or physical impairment that impede

one or more actions in someone’s life. Despite the efforts of Emaar Properties to ensure equal

access to opportunities for talent growth and developments, cases continue to be reported among

its employees on the grounds of unfavorable treatment on because of their mental or physical

disability. On 13th August 2018, the Ministerial Decree No. 43 was released by the government

of the UAE, providing a blueprint for implementation of different measures such as National

Strategy for Empowering People with Disabilities, which provided the disabled employees

inalienable rights through the law to be treated fairly. Accordingly, organizations were mandated
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to review their code of conduct and business operations practices associated with recruitment

procedures and exit framework to ensure that workplaces and conditions do not become

obstacles to the disabled workers. Emaar Properties’ actions towards this legal publication was

negligible, an aspect that has seen its disabled employees experience difficulties in their

workplaces. Emaar formulated new policies for inclusive and diverse cultural environment but

its implementation has been unexpectedly slow for mobility at workplaces, limitations that are

attributed to non-commitment by top management.

It is however commendable that Emaar, in compliance with its commitment to creating an

environment that enables efficient working for all, fully implemented the legal provisions of

Federal Cabinet (2018) requiring that physically challenged persons be accommodated in their

workplaces. At Emaar, physically challenged persons effectively engage in productive activities,

equally with counterpart colleagues.

Forstenlechner, Lettice and Özbilgin (2012) defined discrimination as exclusion, any

distinction, or restriction of a person on the basis of disability with an intention to weaken,

nullify, or impair equal enjoyment, recognition or exercise of constitutional rights guaranteed to

all employees by the law in the UAE. This suggest that significantly, protection against

discriminatory acts is applicable from the onset—right from the recruitment and preceding

selection procedures. In Emaar’s spirit of commitment to fair selection and associated

recruitment procedures, the firm advertises its available job vacancies using multiple forms of

forums ensure equal access to information about recruitment. The organization understands the

drawbacks associated with legal implications due to incompliance.

Additionally, perception of employees in a workplace environment is an essential concept in

management. Attitude towards employees at Emaar, in line with its strategic objectives, is a very

valued behaviour. There are sufficient mechanisms to handle discriminatory or prejudicial

perception by a colleague. While this has improved compared to previous, more has to e done to

improve this aspect.

Religious discrimination dimesnsion

Religious discrimination refers to a situation involving an unfair treatment of an employee,

current or prospective, based on their religious views on beliefs. The laws of the UAE provide

equal protection under the constitution all members of organized or traditional religious

practices. In the spirit of the pillar of the organization’s business operations strategy of its

commitment to creating an inclusive and diverse workplace, Emaar has in place frameworks that

provide clear information about the rights of religious groups belong and practice religion

without limitation. For instance, the organization has flexible program scheduling as part of its

workplace practices. Also, individuals from different religious backgrounds are permitted to

dress as spelled in their religious doctrines, with one condition; the dressing do not burden or

inconvenience the employer.

The increasing adoption of legal frameworks and consequent incorporation into the law among

corporate institutions in the UAE to protect religious rights and create compliance and

punishment mechanisms for failure of adherence is really commendable. The government’s

recent amendments about anti-discriminations are some of the extremely positive business

environments’ developments to have occurred in the last decade. Overall, Emaar’s efforts have

been significant towards building religiously diverse environments to facilitate equal access to

job opportunities for all irrespective of religious beliefs.

Methods, mechanisms or policies to promote diversity and inclusion

Religious inclusion and diversity

Managing religious diversity and inclusion is sometimes a challenging process for business

operations and human resources managers. The following are some of the effective methods and

policy mechanisms to enhance religious inclusion and diversity (Chaudhry, Paquibut & Tunio.,

2021).

Train employees about role of religion

Clash of religious beliefs happens in divers and inclusive working environments, and may either

be intentional or accidental—religious clashes in history have been very devastating. Therefore,

it is important for organizations to consider training its religiously diverse workers about the role

of faith in a working environment. Otherwise employees may attempt to impose their religious

doctrines on colleagues.

Provide time off to employees for religious practices

Some religions such as Islam require believers to worship at specific times of the day, times

which may be perceived by employers as interfering with services delivery. Organizations

should give time off such kinds of workers. Employers should also consider giving breaks

during such holidays as Easter, etc.

Encourage employees to accept differences

While there are hardly any two religions with common grounds on all issues, dialogues should be

encouraged to harmonize stances. This helps employee acknowledge their differences and accept

them. It is important to closely monitor the workers, and if signs of violence or discontent seem

to emerge, the disagreeing parties should be convinced to resolve their issues ways from the
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working environment. But altogether, finding a common ground should be a priority

recommendation for HRM.

Avoid overreaction to issues

Human resources managers should embrace moderation and intellect when dealing with issues.

Compromise is a very essential quality for managers. In order to ensure this happens in a

standard way policy frameworks may be put in place to provide a feedback framework for

different issues.

Embrace non-tolerance framework policy system for extreme issues

Employees should be aware of boundaries not to exceed, and probably likely its consequences.

Actions should be immediate for issues such as violence on the grounds of religion among

employees. Educating them on the organization’s policies would definitely not give them an

opportunity to defend themself in such cases.

Disability inclusion and diversity

The UAE’s Cabinet Resolution No. 43(2018) about Supporting Special Needs at workplace

environments provide very solid grounds to establish policy frameworks for organizations to use

in order to enhance equal access to opportunities for physically challenged people. In accordance

with these legal frameworks, employers should establish mechanisms defining the extent of

disability, and covering the most fundamental policy areas in workplace environments. For

instance, there should be policies ensuring equal treatment and access to working opportunities,

independent from discriminatory actions, including a need to pay the physically challenged equal

pay compared to colleagues. Another intervention is offering a safe and healthy workplace free

from harassment and abuses because of physical state or disability. Additionally, the
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organizations’ HRM should also offer training opportunities as per special needs of the

individual. Working environments should also be designed in a way that facilitates appraisal and

learning processes that suit individual needs. Finally, companies must comply with the

constitution and create mechanisms that restrict contract termination for physically challenged

persons because of their impairment.

Contemporary approaches to enhance work-life balance

Give staff more flexible working

Flexibility of working hours, ranging from working from home, part time working, and even

alternate working modes have recently been embraced by organizations globally. Research

shows it boosts job satisfaction, improve employee motivation, and increase productivity

(Scheitle & Ecklund., 2017). Giving employees flexibility for working may lead to lower

turnover among employees, higher retention, and limit absenteesm.

Support employees with technology

Employers have recently begun drumming support for work-life balance among staff by availing

the relevant and most appropriate technology to facilitate their remote working. By embracing

the right tech options, employees’ productivity and planning may improve. Also, studies showed

that collaborative tech based tools significantly help employees experience lesser working

pressure.

Encourage employees to take up their annual leave breaks

A study conducted in UAE showed that a majority of staff do not take up their annual leaves. It

was however noted that it has benefits to both the company and the individual if used well. It
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enables employees to relieve work-related stress, refresh, and resume working with more

motivation and productivity.

Support family life

It is important to understand the importance of commitment of employees to their family life in

order to address the issues of work-life balance. Załuska et al., (2020) argued that making

employees aware of family healthcare issues. For instance, establishing flexible working culture

for employees to attend to their family issues goes a long way in enhancing employee relations

and increasing employee retention.

Keep an open communication

Employees differ in many ways and handling them requires different approaches. Therefore, it is

also vital to handle their work-life balance schedules and programs differently. This can only

effectively take shape if an open conversation is encouraged between the HRM and the

employees. Creating an environment that enables employees to express themselves is important

and enhances employee retention, and improves relations.

Implementation of these life-work balance measures enhances mental health of

employees, physical health, components which directly lead to productivity and overall

organizational performance (Palumbo., 2020).

Five best practices that promote diversity and inclusion in your case study

Understand the prevailing issues

Before creating a strategic action plan for implementation to improve diversity and inclusion at

Emaar, the HRM should be well versed with the relevant concepts like the causes of the
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prevailing discriminatory practices, systemic inequality problems, and effects of explicit and

implicit forms of biasness in a working environment, and others such as legal requirements. In

addition to comprehensive knowledge about the issue, the HRM management should consider

checking which group is underrepresented at the top strategic levels of the organization (Behery

& Abdallah., 2019).

Hold leaders and different managers accountable

Each manager at the organization, whether from the executive or any level must be held

accountable during appraisal exercises and performance assessments. It is important to discuss

the issues of inclusion and diversity in meetings and other official platforms. In order to

demonstrate the role of inclusion and diversity to the culture of the company, explain possible

action plans in response to inequality, and other challenges.

Expand recruitment

Reliance on a few sources of recruitment may limit diversity and quality of prospective

employee pool, and even take longer time to fill vacancies available. It is important to consider

utilizing several avenues such as collaborations and community based organizations, or

institutions. This will increase pool and increase chances of getting best talent employees.

Writing Inclusive and diverse job adverts

It is important to include statements on the advert about commitment to diversity and inclusion at

the company. The language used should enable everyone to apply, indiscriminately. The advert

should also not lock out religious groups; everyone qualified should be able to access and apply.

The language must not have elements implying preference for a given gender, age, or race,

unless otherwise will affect core business operations.

Evaluate assessment and selection procedures

Employment tests and relevant assessments must be related to job performance, and remain

consistent throughout with the needs of the business operations, and must not disproportionately

lock out potential applicants in a groups that is protected by the law—the disabled, women, race,

or based on other physical characteristics. Its best practice to verify and validate the assessment

questions for purposes and positions intended for before implementing them.
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References

Behery, M., & Abdallah, S. (2019). Organizational environment best practices: Empirical

evidence from the UAE. Journal of Research in Emerging Markets, 1(3), 27-39.

Chaudhry, I. S., Paquibut, R. Y., & Tunio, M. N. (2021). Do workforce diversity, inclusion

practices, & organizational characteristics contribute to organizational innovation?

Evidence from the UAE. Cogent Business & Management, 8(1), 1947549.

Forstenlechner, I., Lettice, F., & Özbilgin, M. F. (2012). Questioning quotas: applying a

relational framework for diversity management practices in the United Arab

Emirates. Human Resource Management Journal, 22(3), 299-315.

Palumbo, R. (2020). Let me go to the office! An investigation into the side effects of working

from home on work-life balance. International Journal of Public Sector Management.

Scheitle, C. P., & Ecklund, E. H. (2017). Examining the effects of exposure to religion in the

workplace on perceptions of religious discrimination. Review of Religious Research, 1-

20.

Załuska, U., Grześkowiak, A., Kozyra, C., & Kwiatkowska-Ciotucha, D. (2020). Measurement

of factors affecting the perception of people with disabilities in the

workplace. International Journal of Environmental Research and Public Health, 17(12),

4455.