High involvement work practices that really count: perspectives from the UAE

Abstract

Purpose

The aim of the current study is to examine the impact of high involvement work practices (HIWPs) upon trust and commitment in a non‐Western cultural context, namely the UAE.

Design/methodology/approach

Quantitative, empirical data for the study were collected using self‐administered questionnaires with 600 participants from different service organizations in the UAE. Respondents were asked to provide their perceptions of a range of practices and their impact on trust and commitment.

Findings

The analyses support a model in which a collection of HIWPs positively influenced trust and commitment. In addition, work status and citizenship were used as control variables and played a partially significant role in explaining the effect of those practices on the outcomes.

Research limitations/implications

The findings imply that managers should realize that implementing high involvement policies, and benefiting from them, is not as simple as instituting a single practice. What is required is an organizational culture that cultivates HIWPs.

Originality/value

Since little is known about the process by which UAE organizations promote the HIWPs, this article is the first to examine these issues in a non‐Western setting. Consequently, it contributes to the literature by examining whether the empirical results found in Western environments can be extended to non‐Western contexts.

Citation

Behery, M. (2011), "High involvement work practices that really count: perspectives from the UAE", International Journal of Commerce and Management, Vol. 21 No. 1, pp. 21-45. https://doi.org/10.1108/10569211111111685