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The purpose of this paper is to report empirical research conducted in Saudi Arabia on the impacts of organizational policies and practices on the diversity management of the Saudi private sector. To this end, the Saudization policy and views of key respondents have been tested and discussed.

Primary data were collected through questionnaire surveys from the largest 11 private sector organizations listed on the Saudi Stock Market in the financial/banking, oil and gas, petrochemical, private higher education and private health service sectors. Statistical tools such as means and standard deviations and one-sample t-tests were used for analysis.

The findings suggest that Saudization, retention, pay with benefits and health insurance policies significantly affect the diversity management in the Saudi private sector. Therefore, there is a need to develop organizational policies that support the existence of foreign employees for private businesses in Saudi Arabia. Considering differences as strengths that can be utilized to enhance performance, a diverse workforce might better be able to serve diverse markets.

Collecting data from a closed environment such as Saudi Arabia is constrained by access difficulties, as well as inadequate literature on relevant diversity issues. However, the convenience sampling method and snowballing approach adopted in this study generated reliable data. As a result, this study has implications for both the multinational corporations operating in Saudi Arabia and Saudi owned companies operating in the West and intending to adopt and implement diversity management initiatives for branches in different countries. As such, further research on the gulf countries’ diversity management issues would be critical.

The current study is a first survey-based research endeavor on the topic of diversity management in the Saudi context. The findings contribute to the limited knowledge base on middle eastern countries, thus presenting new empirical evidence on the organizational policies and practices of Saudization, retention, pay and benefits and health insurance policies. The study of the Saudi case, thus adds value to the existing knowledge on diversity management.

The paper explores the conditions of employment and career development in Saudi Arabia, which are found to be strongly segmented across nationalities. It discusses the main factors shaping employment and career development in Saudi Arabia, including employment policy, education and training, labour regulations, and recent Saudisation policies aimed at reducing dependence on foreign labour by replacing non‐Saudi employees with Saudi nationals. The large inflows of foreign labour, and their conditions of employment, made possible rapid economic development in Saudi Arabia, while protecting the incomes and status of the Saudi labour force. The implementation of Saudisation faces important constraints, especially in the private sector, but signals an important change in employment policy and career development.

Saudi Arabia (SA) is amongst the few countries with a significant foreign workforce who are employed in the higher education sector. More specifically, 39% of SA's academic staff members are foreign nationals and 63% of that proportion occupy professorial positions. Drawing from a workforce localisation perspective, the study was framed as an exploration of equity and social justice amongst Saudi nationals and foreign nationals in a university work setting. The authors employ the lens of how human resource development (HRD) opportunities are administered.

Following the choice of an exploratory qualitative study, the authors employed a multi-case study approach where each of the six universities represented a unit of analysis.

The authors found that nationality differences influenced access to HRD opportunities. These differences are reinforced by practices associated with procedural processes, managerial discretion and selective restrictions in accessing HRD opportunities.

The findings have both practical and social implications, specifically for the SA government's strategic vision of developing local human capabilities.

The workforce localisation agenda within the higher education sector has both a compounding effect on local human capital and supports SA's 2030 Vision and human capital target. Nonetheless, perceived inequity and injustice in accessing HRD opportunities by foreign nationals potentially undermine morale, academic quality standards and research performance, which impacts the development of future human capital and the ‘Saudization’ goals.

The purpose of this research is to explore a possible relationship between the presence of authentic organisational leadership and the leadership development experience.

This study uses a qualitative exploratory hybrid research design which draws on data from multiple sources. Data were collected by means of semi-structured interviews, document analysis and non-participant observations across two case study organisations in Saudi Arabia.

The authors' findings suggest that the presence of authentic leadership (AL) within an organisation is a significant factor in the leadership development experience. This study also highlights the key importance of advancing leadership development theory that is holistic and comprehensive.

The study was conducted as case studies within a specific social context. Findings cannot be generalised but offer valuable direction for future research.

The research advances leadership development theory by highlighting the inadequacy of the person-focussed perspective and offering exploratory evidence for the role of social context, organisational leadership and organisational artefacts in the leadership development process.

The purpose of this study is to emphasize on women empowerment that leads to a new paradigm shift of Saudi woman into labor force. This study also outlines how Saudi Government has formulated several policies and reforms to empower women in the workplace, especially gender equality. Also, this study will discourse a clear idea on numerous measures initiated by Saudi Government on how to empower Saudi women in the labor force and what would be the impact of women empowerment and gender equality on Saudi economy.

The research methodology has undertaken the Saudi feminization approach that emphasizes solely on uplifting women empowerment within the context of social changes that are arising in Saudi Arabia. The data analyzed comes from the primary data statistics report that depicts 10 years of data from general authority for statistics (GaStat) for the period ranging from 2010–2016 (Q2) and 2016 –2020 along with global gender gap index (GGGI) for the period of 2006, 2017 and 2020. Additionally, data was considered from the latest articles, Saudi news, statistics revealed by “Pew Research Center,” international labor organization (ILO, 2020), which depicts the involvement of Saudi women at international level.

The data were analyzed from GaStat for the period ranging from 2010–2016 (Q2) and 2016–2020 along with GGGI for the period of 2006, 2017 and 2020 that has shown drastic changes in inspiring Saudi women empowerment pertaining to the labor market, the educational field, economic participation and gender equality. The most interesting point was that the total Saudi employed persons, especially males are double of females’ ratio. It depicts that until Q3 and Q4, 2018 females were still facing unemployment phase and their economic participation was less in comparison with male Saudis. However, there found to have a new paradigm shift; rising of Saudi women in various sectors in the year 2019 where unemployment decreased to 5.7%, labor force participation at 58.8%.

Saudi Arabia is stringing very hard to develop its economy over the next decade and beyond and have strong-minded to strengthen the contribution of women to development of society and economy. Currently, Saudi women have found ample job opportunities welcoming them in various sectors. Furthermore, they can work in numerous professions and fields that were formerly limited to men. According to Leyal Khalife (2019, July 1) and the statistics released by “Pew Research Center,” Saudi Arabia has experienced the highest growth rate – among G20 countries –of women joining the workforce in the past 20 years. The data revealed that women accounted for 23% of Saudi’s workforce in 2018 – a rise of 7% increase since 2018. Finally, today Saudi Arabia has shown the highest growth rate among G20 states, including Australia, Germany, Brazil and others.

The latest reforms emphasizes on minimizing the gender gap and inspire young girls to build a career path. This procedure specifies that Saudi female should formulate their tactics and approaches to encounter gender disparity and attain social fairness and equality not specific to education only but consider all the matters of life pertaining to context of male-dominating societies.

This study aims to explore the challenges faced by foreign banks in the Kingdom of Saudi Arabia (KSA). It is important to explore the challenges as extant literature provides limited guidelines about this issue.

A mixed-method approach was used by canvassing 71 questionnaires and 36 semi-structured interviews. The sample included senior managers of foreign bank branches working in the Saudi market by the end of 2019. The quantitative data were analyzed using the distribution fitting algorithmic approach, and it is supported by the qualitative data analyzed using the thematic analysis method.

Results indicate that foreign banks encounter various challenges including government policies and regulations, the Saudi legal system, high “Saudization” ratio of the workforce, technological advances, high competition and overall economic change (oil price change). It seems that these challenges represent the KSA’s specific business environment.

This study will advance the extant literature on foreign bank entry with evidence from a unique context. This study could also help regulators, policymakers and bankers to better understand foreign banks’ entry into emerging and developing markets.

The aim of this paper is twofold. First, to understand the degree to which the intended outcomes of Saudi’s Nitaqat labour market policy corresponds to the actual responses from private companies. Second, to investigate how these gaps between policy intentions and actual outcomes have informed recent changes to Nitaqat policy.

This paper uses a qualitative approach with a case study design and thematic analysis procedures. Data were obtained from the following three sources: semi-structured interviews completed during the early stage of Nitaqat in 2013–2014 with nine policymakers and 44 key stakeholders from six private Saudi companies; policy documents and gray literature on the aims and effects of the Nitaqat program; and available peer-reviewed literature on the subject.

This paper sets out and analyses the following four main goals of Nitaqat: First, to increase the Saudi national employment rate, second, increase company efficiency, third, improve human resource capabilities, and fourth, increase female labour participation. This paper reveals that although Nitaqat has certainly resulted in a positive change in some of these areas, in other areas, there remain gaps between the intentions and the actual effects of Nitaqat. This paper analyses recent changes to Nitaqat and argues that further changes may be needed to achieve the full goals of Nitaqat.

This paper’s originality lies in its analysis of the aims of labour market policies and organisational responses. It highlights the reasons for disconnections between the policy aims and organisational practices and explores how policymakers react and respond to these implementation gaps.