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AbstractThis study aims to examine people's optimistic and pessimistic perceptions of the government's capacity, intention, and performance during and after the lockdowns declared in response to the COVID‐19 pandemic. An online survey was administered in Jordan and responses were collected from a convenience sample of 1245 citizens during April and May 2020. Descriptive statistics, factor analysis, and multiple regression reveal the following findings: (a) people expressed high levels of pessimism and low levels of trust and satisfaction concerning the government's intention, capacity, and performance, (b) people perceived the government to be a complex, multi‐faceted entity rather than a homogeneous entity, and (c) in assessing government performance, people considered the following dimensions: totality of government, institutions of public administration, high‐ranking public officials, and ordinary, public sector employees.

Purpose
The purpose of this paper is to examine the multi-dimensionality of women managers' turnover in the United Arab Emirates. The study argues that several factors besides public policy influence turnover.


Design/methodology/approach
A special survey was developed and administered to a convenience sample of 298 local women managers in both sectors. Descriptive statistics, Cronbach's alpha, Pearson and multiple regression analyses were used.


Findings
The empirical analyses provided support to the multidimensionality of turnover. In addition, turnover was predicted by a model of eight factors (adjusted R2 = 0.456), namely, economic needs, quality of work life, leadership type and practices, social needs, marital status, organisational satisfaction, organisational commitment and public policy.


Research limitations/implications
The study was rich, empirical data were gathered and analysed along with qualitative literature. Gender remains salient in organisations as human resource policies alone are incapable of retaining women in leadership. Limited sample size and convenience sampling method may limit the generalizability of the findings.


Practical implications
Workplace conditions complement human resource policies; hence, the success of the latter relies on the success of the former. Economic incentives remain significant to motivating managers and retaining women in leadership jobs.


Social implications
Human resource management policies, such as Emiratisation, cannot be successful without empowering women.


Originality/value
The originality of this paper is drawn from using first-hand data to examine the multi-dimensionality argument of turnover in addition to the advancement of gender studies in leadership and management. The study also provided evidence that rationality (i.e. economic means) remains important to retain women managers.

AbstractSeveral researchers argue that religion influences organizational behavior in nonprofit institutions (Lotfy, 2004; Brinckerhoff, 1999). This article examines this claim by outlining major organizational values embraced by the leadership of twenty‐eight American Muslim nonprofit institutions. Two surveys were distributed to a random sample of 224 board members and 416 constituents in the southern and southeastern United States. Findings indicate that American Muslim nonprofit institutions remain religious even when they provide nonreligious services. Exhibiting religious organizational behavior is not random or accidental. Rather, it can be a reflection of the role of faith in nonprofits. Exploratory factor analysis reveals nine religiously important values that characterize managerial leadership in American Muslim nonprofit institutions. These values and their implications are discussed.

AbstractThis study examines how the Federal National Council (FNC), the parliament of the United Arab Emirates (UAE), transformed from a consultative body to a legislative institution through gradual and incremental changes. It argues that the increasing number of parliamentary questions led to legal, procedural, and behavioral changes in the FNC, influenced by external (government support and public pressure) and internal (rationality, competence, incrementalism, and system development) factors. The success of this transformation is attributed to its gradual nature. Anticipating continued momentum, the study outlines future prospects shaped by the UAE government's commitment to FNC empowerment, heightened public expectations, and the influx of educated and experienced individuals into parliamentary roles. This ongoing institutional change reflects a responsive adaptation to evolving governance demands in the UAE. The study contributes to the theory of institutions and the understanding of legislative oversight in newly liberalized political systems.Related ArticlesAntwi‐Boateng, Osman, and Noura Hamad Salim Al Jaberi. 2022. "The Post‐Oil Strategy of the UAE: An Examination of Diversification Strategies and Challenges." Politics & Policy 50(2): 380–407. https://doi.org/10.1111/polp.12457.Jouini, Nizar, and Manel Ben Akal. 2022. "Political Consensus, Economic Reforms, and Democratic Transitions in the Middle East: Evidence from Voting on Tunisian Reform Bills." Politics & Policy 50(4): 851–71. https://doi.org/10.1111/polp.12489.Sarquís, David J. 2012. "Democratization after the Arab Spring: The Case of Egypt's Political Transition." Politics & Policy 40(5): 871–903. https://doi.org/10.1111/j.1747‐1346.2012.00381.x.

PurposeThe United Arab Emirates (UAE) is one of the few countries where nationals make up less than 20 percent of the total population and less than 2 percent of the workforce. Hence organizations in the public and private sectors are highly diverse in terms of their employees' nationality, language, religion, race, and gender. The purpose of this paper is to examine how employees perceive human resource diversity and what they consider successful diversity to be.Design/methodology/approachThe main research instrument is a questionnaire which measures diversity in human resources. Exploratory factor analysis, multiple regression, and descriptive statistics were used in order to analyze 795 survey responses.FindingsThe findings reveal that perception of human resource diversity in the UAE vary by employees' gender, educational level, nationality, professional experience, job level, previous experience in diverse workplace, and second language competency. Analysis of employees' responses helped to construct a four‐factor model, which can be utilized to improve diversity practices in organizations.Research limitations/implicationsAlthough the literature on the UAE is limited, the study proposes four factors needed to achieve perceived successful diversity practices: legal, personnel, bureaucratic, and political factors. Researchers are encouraged to use comparative approaches to test the proposed model.Originality/valueThe study offers important insights for researchers and practitioners of human resource management in the UAE.

AbstractWhile most studies from western countries emphasize rationality in electoral behavior, the present study proposes that rationality is also a driver of candidates' behavior in a non‐Western context. The purpose of the present study is to map campaign content as well as campaign strategies of 214 candidates in the 2015 United Arab Emirates legislative elections. The qualitative analysis showed rational consideration drove the selection of both campaign strategies and public policy positions. Candidates decided to include patriotism and social and economic policy issues in their campaigns to attract votes. In addition, while candidates utilized social meda in their campaigns hoping to maximize their voter outreach, doing so was not necessarily decisive in garnering more votes. Thus, juxtaposed with social meda channels like Twitter, Facebook, Instagram, YouTube, SnapChat, and GooglePlus, traditional campaigning strategies remained very potent.

AbstractThe purpose of the present study on political participation in United Arab Emirates is to examine the factors that motivated people to cast their vote in the legislative elections of 2011. To this end, a special questionnaire was administered to a sample of 1,800 citizens and univariate and multivariate methods were used to analyze their responses. Findings reveal that three factors motivated people to cast their vote, namely 1) their political efficacy about the legislative body, 2) their optimism about the prospects of a newly elected legislature to improve their daily lives and to aid the government's effort to enhance public services, and 3) having political networks. The study recommends further research to find out factors behind the dwindling level of electoral participation in spite of a high level of political optimism and efficacy.

AbstractThe purpose of this study was to explore the voting behavior in United Arab Emirates by asking 1,800 citizens about which criteria they used to vote for a particular candidate in the past Federal National Council elections. Using descriptive statistics, the study showed that although patron‐client networks played a role in voter's preferences — as existing literature about Middle East voters' behavior has established — they were superseded by personal attributes and the impact of candidates' campaigns. Emiratis voted for candidates based on three groups of factors, namely: 1) personal characteristics of the candidate including: public speaking skills, political experience, age, gender and educational level; 2) impact of a candidate's campaign including electoral promises and content of the campaign; and 3) patron‐client networks including having personal and kinship relationship with candidate. The study showed that religious, political, and personal appearance factors were insignificant.