Ha asi, Nasse Al; Balushi, Bad iya Al; Khaya i, Sami a Al; Rashdi, Ma yam Al
A icle
Human esou ce managemen p ac ices in Oman: a
sys ema ic e iew and syn hesis o u u e esea ch
Cogen Business & Managemen
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Taylo & F ancis G oup
Sugges ed Ci a ion: Ha asi, Nasse Al; Balushi, Bad iya Al; Khaya i, Sami a Al; Rashdi, Ma yam Al
(2024) : Human esou ce managemen p ac ices in Oman: a sys ema ic e iew and syn hesis o
u u e esea ch, Cogen Business & Managemen , ISSN 2331-1975, Taylo & F ancis, Abingdon, Vol.
11, Iss. 1, pp. 1-25,
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Human esou ce managemen p ac ices in Oman:
a sys ema ic e iew and syn hesis o u u e
esea ch
Nasse Al Ha asi, Bad iya Al Balushi, Sami a Al Khaya i & Ma yam Al Rashdi
To ci e his a icle: Nasse Al Ha asi, Bad iya Al Balushi, Sami a Al Khaya i & Ma yam
Al Rashdi (2024) Human esou ce managemen p ac ices in Oman: a sys ema ic e iew
and syn hesis o u u e esea ch, Cogen Business & Managemen , 11:1, 2337053, DOI:
10.1080/23311975.2024.2337053
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2024, VoL. 11, no. 1, 2337053
Human esou ce managemen p ac ices in Oman: a sys ema ic
e iew and syn hesis o u u e esea ch
nasse al ha asia , Bad iya al Balushia, sami a al Khaya ia and Ma yamal Rashdib
aCollege o economic and Business adminis a ion, uni e si y o echnology and applied science, Musca , oman;
bMiddle eas College, Musca , oman
ABSTRACT
his s udy is a sys ema ic e iew o li e a u e ela ed o human esou ce managemen
(hRM) p ac ices in he sul ana e o Oman. he s udy aimed o ad ance esea ch and
p ac ice ela ed o hRM p ac ices in he con ex o Oman. he s udy e alua es he
e ec i eness o hRM p ac ices in enhancing o ganisa ional pe o mance and
ela ionships wi h o he a iables. he s udy analyses and syn hesis 117 ele an
publica ions. he indings e eal ha Ou o he 117 ele an publica ions ha we e
analysed, 85.4% comp ised empi ical s udies, wi h he majo i y using quan i a i e
esea ch me hods. he p ima y indus y om whe e he da a we e collec ed was
educa ion, and sul an Qaboos Uni e si y con ibu ed he highes pe cen age o s udies.
he s udy ound ha hRM p ac ices such as compensa ion managemen , aining and
de elopmen , and localisa ion policy ace signi ican challenges and, he e o e, equi e
u he esea ch. Mo eo e , demog aphic ac o s such as gende di e si y should be
conside ed when designing hRM p ac ices. e ec i e hRM p ac ices posi i ely impac
o ganisa ional pe o mance, employee sa is ac ion, and e en ion. his s udy p o ide
implica ions o heo y, p ac ices and u u e esea ch in he ield o hRM p ac ices in
Oman.
1. In oduc ion
e en since pe sonnel managemen was eb anded as human esou ce managemen (hRM) in 1980, i has
been widely deba ed and ede ined. he mos popula and meaning ul de ini ions we e p o ided by
a ms ong (2016) and Boxall and Pu cell (2016). acco ding o a ms ong (2016), hRM is conce ned wi h
an o ganisa ion’s employmen , employee well-being, and employee de elopmen h ough a s a egic,
cohe en , and in eg a ed app oach. On he o he hand, Boxall and Pu cell (2016) sugges ed ha hRM
ocuses on building he needed wo k o ce o o ganisa ions h ough a sys ema ic p ocess o c ea ing
pe o mances. hRM in ol es a ious p ac ices ha aim owa ds sus ainably achie ing o ganisa ional
objec i es (elshae e al., 2023). hese p ac ices include ec ui men and selec ion, human esou ces plan-
ning, aining and de elopmen , compensa ion managemen , pe o mance managemen , employee ela-
ions, heal h and sa e y, and many o he p ac ices ha in luence he beha iou , pe o mance, and
a i udes o employees (sai alislam e al., 2014). in 1990, i was el ha he e was a g ea e need o
aligning hRM wi h he o ganisa ion’s s a egy o link and ma ch he o ganisa ion’s in e es wi h he hR
policies and p ac ices. his led o he c ea ion o new e ms such as ‘s a egic hR’ and ‘hR business pa -
ne ’ (Joanna, 2017).
© 2024 he au ho (s). Published by in o ma uK Limi ed, ading as aylo & F ancis g oup
CONTACT nasse al Ha asi nasse [email p o ec ed] College o economic and Business adminis a ion, uni e si y o echnology
and applied science, Musca , oman.
h ps://doi.o g/10.1080/23311975.2024.2337053
his is an open access a icle dis ibu ed unde he e ms o he C ea i e Commons a ibu ion License (h p://c ea i ecommons.o g/licenses/by/4.0/), which
pe mi s un es ic ed use, dis ibu ion, and ep oduc ion in any medium, p o ided he o iginal wo k is p ope ly ci ed. he e ms on which his a icle has been
published allow he pos ing o he accep ed Manusc ip in a eposi o y by he au ho (s) o wi h hei consen .
ARTICLE HISTORY
Recei ed 16 June 2023
Re ised 25 Feb ua y 2024
accep ed 25 Ma ch 2024
KEYWORDS
human esou ce
managemen ; p ac ices;
sys ema ic e iew; u u e
esea ch; Oman
REVIEWING EDITOR
hui en (helen) cai,
Middlesex Uni e si y
Business school, Uni ed
Kingdom
SUBJECTS
in oduc o y Wo k/
O ganiza ional Psychology;
leade ship; Pe sonali y and
iden i y a Wo k; s ess and
emo ion in he Wo kplace;
Wo k and leisu e; Wo k
Mo i a ion; indus ial/
O ganiza ion Psychology
es s and assessmen s
2 n. al haRRasi e al.
he signi icance o hRM inc eased because globalisa ion and echnological de elopmen s o ced
o ganisa ions o conside new s a egies o employing and managing people. Besides, good hRM
p ac ices lead o he enhancemen o o ganisa ional p oduc i i y (Kooli, 2023; Kooli e al., 2022),
which was p o en by he majo i y o esea ch conduc ed in his a ea by demons a ing he con-
ibu ion o hRM p ac ices o s a mo i a ion and commi men (Joanna, 2017). Fu he , he e is a
g owing body o li e a u e ha ecognises he impo ance o hRM p ac ices in imp o ing o gani-
sa ional pe o mance (e.g. and lić e al., 2023; Bu ma, 2014; Dog a & P iyashan ha, 2023;
gould-Williams, 2003; inde mun, 2014; liu e al., 2020 scheible & Bas os, 2012). howe e , many
o ganisa ions a e su e ing om he de iciency o hRM p ac ices. Fo ins ance, employee engage-
men and e en ion ha e a signi ican impac on an o ganisa ion’s annual e enue g ow h. he
2017 s a is ics show ha o ganisa ions wi h o mal employee engagemen ha e 26% highe annual
e enue g ow h han hose wi hou . addi ionally, high- e en ion- isk employees end o lea e hei
cu en o ganisa ions o ad ance hei ca ee s. as ega ds ec ui men and selec ion, poo pe o -
mance and empe amen issues a e he main easons why 22% o new hi es lea e hei o ganisa-
ions wi hin 45 days, while 46% lea e wi hin 18 mon hs. Fu he mo e, pe o mance managemen is
ano he majo conce n o o ganisa ions, as s a is ics show ha 30% o pe o mance app aisals end
up in educed employee pe o mance, and 92% o all o ganisa ions a e dis us ul o hei pe o -
mance managemen p ac ices o d i ing business alue (hR s a is ics o human Resou ce
Managemen , 2017). hus, i is now well-es ablished ha hRM p ac ices can impai o ganisa ional
pe o mance.
in Oman, se e al a emp s ha e been made o e alua e hRM p ac ices. i indica es se e al challenges
and issues ha impac a ious aspec s o he labou ma ke . One o he signi ican aspec s o conce n
is challenges aced by women wo ke s in Oman. Belwal and Belwal (2017) highligh s he impo ance o
wo k-li e balance (WlB) issues in Oman, pa icula ly ocusing on women, WlB, and ela ed policies, shed-
ding ligh on he unique challenges aced by women in he Omani wo k o ce. addi ionally, he imple-
men a ion o amily- iendly policies and adhe ence o he Omani labo law a e ela i ely new a eas in
human esou ce managemen in Oman, especially in he p i a e sec o (Belwal e al., 2019). Fu he mo e,
habsi e al. (2021) s udies he cu en hRM p ac ices in he oil and gas sec o in Oman and explo es
s a egies o e ain human esou ces wi hin hese indus ies, shedding ligh on sec o -speci ic challenges
and p ac ices. Mo eo e , he assessmen o human esou ce managemen p ac ices and employee loyal y
in he Omani logis ics sec o e eals insigh s in o he ela ionship be ween hRM p ac ices and employee
loyal y (saia i e al., 2020). hus, he e is an u gen need o add ess he e ec i eness o hRM p ac ices
and p o ide an o e iew o he gap exis ing in hRM p ac ices in Oman. his u gen ly due he ac o
high employee u no e which eached 16% by 2022 as well as he epaid g ow h o Oman’s economic
(Minis y o Manpowe , 2023; he Wo ld Bank, 2023). his s udy aimed o ad ance esea ch and p ac ice
ela ed o hRM by ca ying ou a sys ema ic e iew o ele an li e a u e o desc ibe and analyse hRM
p ac ices in Oman, along wi h hei e ec i eness and ela ionships wi h o he a iables o enhance
o ganisa ional pe o mance.
his e iew sough o shed ligh on he hRM p ac ices in Oman and hei e ec i eness in enhancing
o ganisa ional pe o mance. he ollowing objec i es we e designed o his e iew: (1) analyze he p ac-
ise o hR p o essionals in a ious unc ions o hRM in he con ex o Oman and, (2) iden i y he esea ch
gap in he ield o hRM in he con ex o Oman. he s udy adop ed a sys ema ic e iew me hodology
o ele an li e a u e o add ess he e ec i eness o hRM p ac ices in Oman and i s con ibu ion o
enhancing o ganisa ional pe o mance. he analysis and syn hesis iden i ied 117 ele an publica ions.
his e iew makes ou main con ibu ions. Fi s , i ad ances he unde s anding o cha ac e is ics o he
s udies ha ha e been published on he subjec o hRM in he con ex o Oman. second, i p o ides a
comp ehensi e unde s anding o how hR p o essionals p ac icese he a ious unc ions o hRM in he
con ex o Oman. hi d, i highligh s he esea ch gap in his a ea in he con ex o Oman, which needs
o be add essed in he u u e esea ch.
he s udy is o ganised as ollows: sec ion 1 explica es and de ines he key e ms and in oduces he
speci ic ques ions ha guide he sys ema ic e iew, sec ion 2 p esen s he e iew me hodology and da a
employmen , and sec ion 3 p o ides he discussion and da a syn hesis be o e concluding and p o iding
ecommenda ions o u u e esea ch.
cOgen BUsiness & ManageMen 3
2. Ma e ials and me hods
con en analysis is one o he p ima y me hods used by esea che s when conduc ing a sys ema ic li e a u e
e iew as i is use ul in e alua ing he con en as well as me hodological choices. his e iew was designed
based on p e ious e iews ca ied ou on hRM and managemen esea ch ollowed P e e ed Repo ing
i ems o sys ema ic Re iews and Me a-analyses (PRisMa) guidelines (e.g. and lić e al., 2023; Dog a &
P iyashan ha, 2023; P iyashan ha e al., 2022). able 1 summa ize he p ocess o his e iew which d ew upon
s udies on hRM in he con ex o Oman published be ween 2000 and 2022 o iden i y he ends and de el-
opmen s o hRM p ac ices in Oman, along wi h hei e ec i eness in enhancing o ganisa ional pe o mance
h oughou hese wo decades. Fo he yea 2022, he e iew included all published s udies a he ime o
e iew (i.e. June 2022). Fu he , he e iews included all s udies ela ed o he ield o hRM p ac ices.
2.1. S udy selec ion p ocess and me hods
he e iew begins by iden i ying he key ea u es o each s udy o p esen an o e iew o he e iewed
s udies. able 1 shows he ea u es ha we e conside ed o his included esea ch a eas ac oss he yea s,
yea o publica ion, ype o s udy, numbe o au ho s, a ilia ion, and gende o he i s au ho . a e wa ds,
con en analysis was pe o med o p o ide an o e iew o he ype o empi ical esea ch conduc ed in
he ield o hRM in Oman. he analysis ocused on he opic o he s udy, heo e ical amewo k, indus-
y, sec o o da a collec ion, p i a e and/o public sec o , and esea ch design. hese selec ion c i e ia
helped in cap u ing he s a e o hRM p ac ices in Oman o e he las 22 yea s. la e , a sea ch s ing
ela ed o hRM p ac ices in Oman was de eloped, which included e ms such as hRM, aining and
de elopmen , pe o mance managemen , alen managemen , leade ship, localisa ion, ec ui men and
selec ion, employee pe o mance, employee p oduc i i y, employee engagemen , mo i a ion, compensa-
ion, paymen , wo king cul u e, wo king en i onmen , job sa is ac ion, u no e , e i emen , commi men ,
empowe men wo k-li e balance, and bu nou . he sea ch was conduc ed on elec onic academic da a-
bases such as google schola , Resea chga e, academia.edu, and Masade . he sea ches esul ed in 214
po en ially ele an s udies, which included pee - e iewed a icles, con e ence pape s, and disse a ions.
he a o emen ioned ea u es we e applied in he e iewing p ocess and he ull- ex e alua ion as
illus a ed in Figu e 1. his leads o he exclusion o s udies ha did no mee de e mined c i e ia which
a e ele ance o he esea ch objec i es, me hodological quali y, and publica ion ype. his is esul ing
in iden i ying 117 ele an documen s a he end.
3. Resul s and discussions
3.1. Cha ac e is ics o a icles
Figu e 2 shows he esea ch a eas s udied in he con ex o Oman be ween he yea s 2000 and 2022.
human esou ce e ec i eness and job sa is ac ion we e he mos s udied, wi h 17 s udies o each,
Table 1. Re iew p o ocol.
a icle selec ion me hod PRisMa guidelines
sea ch e ms ‘HRM in oman’ ‘ aining in oman’ ‘ aining and de elopmen in oman’, ‘pe o mance managemen in oman’
‘ alen managemen in oman’ ‘leade ship in oman’ ‘localisa ion in oman’ ‘omaniza ion’ ‘ ec ui men in oman’
‘Rec ui men and selec ion in oman’, ‘employee pe o mance in oman’, ‘employee p oduc i i y in oman’
‘employee engagemen in oman’ ‘mo i a ion in oman’ ‘compensa ion in oman’ ‘paymen in oman’ ‘wo king
cul u e in oman’ ‘wo king en i onmen in oman’ ‘job sa is ac ion in oman’ ‘ u no e in oman’ ‘ e i emen in
oman’ ‘commi men in oman’ ‘empowe men in oman’ ‘wo k-li e balance in oman’ ‘bu nou in oman’
Yea ange 2000–2022
Language o a icle english
Key wo ds HRM, aining and de elopmen , pe o mance managemen , alen managemen , leade ship, localisa ion,
ec ui men and selec ion, employee pe o mance, employee p oduc i i y, employee engagemen ,
mo i a ion, compensa ion, paymen , wo king cul u e, wo king en i onmen , job sa is ac ion, u no e ,
e i emen , commi men , empowe men wo k-li e balance, bu nou
Publica ion sou ce ype Pee - e iewed a icles, con e ence pape s, disse a ions
ype o he s udy empi ical a icles, Quali a i e, Re iew
analysis Me hods PRisMa guidelines
able by au ho s.
4 n. al haRRasi e al.
ollowed by pe o mance managemen (15 s udies), aining and de elopmen (12 s udies), leade ship
(10 s udies), and o ganisa ional beha iou (9 s udies). he emaining esea ch a eas yielded be ween wo
and six s udies. Fu he , s a egic human esou ce yielded he lowes numbe o s udies, as only one
s udy on i was ca ied ou in Oman. Fo a mo e de ailed analysis, he pe iod be ween 2000 and 2022
was di ided in o i e pe iods. Du ing he pe iods o 2000–2005 and 2006–2010, he numbe o s udies
published was ou each (3.4%). howe e , in he pe iods o 2011–2015 and 2016–2020, he numbe o
s udies on hRM in Oman inc eased d ama ically, going om 4 o 30 (25.6%) and 61 (52.1%), espec i ely.
he i s published s udies (in he yea 2000) in he con ex o Oman ocused on aining and de elop-
men (al-lamki, 2000; Budhwa e al., 2022) and employee commi men (albelushi, 2004; Kuehn &
al-Busaidi, 2002). Fu he , he ea lies s udies on hRM in he con ex o Oman co e ed mos hRM- ela ed
concep s, including he ecen phenomena o s a egic hRM.
Figu e 1. PRisMa a icle selec ion low diag am ( igu e by au ho s).
Figu e 2. Resea ch a eas o HRM s udies conduc ed in he con ex o oman ( igu e by au ho s).
cOgen BUsiness & ManageMen 5
Figu e 3 p esen s he end ela ed o hRM s udies in he con ex o Oman published be ween 2000
and 2022, which indica es ha he numbe o s udies on hRM has inc eased o e he pe iod. in sum-
ma y, since 2000, he body o knowledge in he ield o hRM in Oman has inc eased d ama ically.
Figu e 4 shows he numbe o s udies published o e he a o emen ioned pe iods acco ding o he
gende o he au ho s. i was obse ed ha s udies au ho ed by women inc eased signi ican ly o e
ime, going om 2 s udies be ween 2000 and 2010 o 6 and 14 s udies in he pe iods o 2011–2015 and
2016–2020, espec i ely. he i s s udy wi h a emale i s au ho was published by al-lamki (2000) and
ocused on hRM and aining in Oman, while he second s udy wi h a emale i s au ho was published
by albelushi (2004) and ocused on ca ee choice and commi men in Oman. howe e , no s udies on
hRM in he con ex o Oman we e published by emale au ho s be ween 2005 and 2010. in compa ison,
male au ho s’ con ibu ions o hRM s udies we e g ea e han hose o emale au ho s ac oss he yea s,
i.e. 100% in 2005–2010, 79% in 2011–2015, and 77% in 2016–2020.
he analysis o gende in au ho ship is impo an due o he in e es ing indings o helwall e al.
(2018), who ound ha emale au ho s ocused mo e on ‘people’, whe eas male au ho s ocused mo e on
Figu e 3. end o HRM s udies ( igu e by au ho s).
Figu e 4. s udies published by male and emale au ho s ( igu e by au ho s).
6 n. al haRRasi e al.
‘ hings’. Mo eo e , hey ound ha male esea che s we e mo e likely o use quan i a i e me hods,
whe eas emale esea che s we e mo e likely o use explo a o y and quali a i e me hods (sande s & cie i,
2020). in ou analysis, we ound ha male i s au ho s published mo e e iews (16.1%) han emale i s
au ho s (9%), al hough emale i s au ho s published mo e empi ical s udies (91%) han male i s
au ho s (83.8%). in con as , no signi ican di e ence was obse ed be ween males and emales in ela-
ion o esea ch me hodology (i.e. whe he quali a i e o quan i a i e me hods we e employed). hese
esul s a e consis en wi h he inding o sande s and cie i (2020).
Figu e 5 p esen s he esul s in e ms o au ho a ilia ions. hese esul s indica e ha au ho s we e
a ilia ed wi h in e na ional o ganisa ions mo e han domes ic o ganisa ions in he i s wo pe iods (i.e.
2000–2005 and 2006–2010), while a d ama ical inc ease was no iced in he nex wo pe iods (i.e. 2011–
2015 and 2016–2020), whe e au ho s a ilia ed wi h domes ic o ganisa ions became double he numbe
o hose a ilia ed wi h in e na ional o ganisa ions (15 s udies in 2011–2015 and 40 s udies in 2016–
2020). in o al, he au ho s o 65 s udies we e a ilia ed wi h domes ic o ganisa ions, and hose o 38
a icles we e a ilia ed wi h in e na ional o ganisa ions. Meanwhile, he au ho s o 13 s udies we e no
a ilia ed wi h any o ganisa ion. in he las pe iod (i.e. 2021–2022), eigh and se en s udies we e au ho ed
by hose a ilia ed wi h domes ic and in e na ional o ganisa ions, espec i ely. in his e iew, he i s
examined s udy was by al-lamki (2000), who is an au ho a ilia ed wi h sul an Qaboos Uni e si y, a
domes ic o ganisa ion. he ollowing a ilia ions we e ca di Business school and he ame ican Uni e si y
o sha jah, bo h in 2002. addi ionally, i was ound ha au ho s a ilia ed wi h sul an Qaboos Uni e si y
occupied he highes pe cen age o e iewed s udies (21.5%), ollowed by hose a ilia ed wi h Dho a
Uni e si y (9.2%), soha Uni e si y (9.2%), and Walja college o applied sciences (9.2%), while hose
a ilia ed wi h he emaining o ganisa ions we e be ween 1% and 5%. no ably, he analysis did no ec-
ognise signi ican di e ences be ween he esea ch a eas in e ms o a ilia ion.
he a e age numbe o au ho s o each s udy ac oss he i e pe iods demons a ed an inc ease,
going om an a e age o 1.75 in he i s wo pe iods o an a e age o 2.62 in 2011–2015 and 2.22 in
2021–2022. his is consis en wi h he indings o sande s and cie i (2020), acco ding o whom eam
publishing is mo e common in he ield o psychology. i can be obse ed ha he body o knowledge
ega ding he ield o hRM in he con ex o Oman has inc eased signi ican ly o e ime. Mo eo e , he
numbe o s udies published by emale au ho s has also inc eased signi ican ly o e ime, going om 2
s udies be ween 2000 and 2010 o 6 and 14 in he pe iods o 2011–2015 and 2016–2020, espec i ely.
Finally, i was ound ha mo e au ho s we e a ilia ed wi h in e na ional o ganisa ions han domes ic
o ganisa ions in he i s wo pe iods (i.e. 2000–2005 and 2006–2010), while a d ama ical inc ease was
no iced in he nex wo pe iods (i.e. 2011–2015 and 2016–2020), whe e he numbe o au ho s a ilia ed
Figu e 5. au ho s’ a ilia ion ( igu e by au ho s).
cOgen BUsiness & ManageMen 7
wi h domes ic o ganisa ions became he double o hose a ilia ed wi h in e na ional o ganisa ions (15
and 40, espec i ely).
he end ega ding he ype o s udies published in he ield o hRM in he con ex o Oman o e
he las 22 yea s shows ha a highe pe cen age o empi ical s udies (85.4%) we e published compa ed
o e iew/concep ual a icles (14.5%). in he ea ly yea s, only wo e iew/concep ual a icles we e pub-
lished. howe e , he numbe s a ed o inc ease, wi h i e s udies being published be ween 2011 and
2015 and nine be ween 2016 and 2020. On he o he hand, empi ical s udies we e dominan in Oman.
i was ound ha he pe cen age o empi ical s udies inc eased signi ican ly o e ime, going om 3
be ween 2000 and 2005 o 25 be ween 2011 and 2015 and hen o 52 be ween 2016 and 2020. he
p esen e iew analysed he choice o me hodology in 100 empi ical s udies and ound ha 75% o
hem used he quan i a i e app oach, 23% used he quali a i e app oach, and 2% used a mixed app oach,
Mo eo e , while compa ing he da a sou ce (i.e. public s. p i a e sec o s) and choice o me hodology,
he analysis did no show any signi ican di e ences, as bo h quan i a i e and quali a i e app oaches
we e used almos equally. Fu he mo e, i was obse ed ha mos empi ical s udies on hRM collec ed
da a om he educa ion sec o (29.9%), ollowed by he se ices (10.2%), oil and gas (6.8%), heal hca e
(5.1%), and o he sec o s (19.6%). howe e , 28.2% o he s udies did no men ion he sec o hey col-
lec ed he da a om. in summa y, s udies on hRM in Oman a e mo e common in quan i a i e esea ch.
3.2. Resul s o he a icles
o answe his ques ion ‘how do hR P o essionals P ac ise he Va ious Func ions o hRM in Oman?’, he
p esen s udy classi ied he a ious hRM p ac ices in o he ollowing ca ego ies: (1) pe o mance man-
agemen , (2) aining and de elopmen , (3) compensa ion managemen , (4) localisa ion, and (5) o gani-
sa ional beha iou (including leade ship, commi men , u no e , sa is ac ion, wo k s ess, engagemen ,
mo i a ion, quali y o wo k li e, wo k-li e balance, wo king en i onmen and cul u e, employee pe o -
mance and p oduc i i y, powe , and bu nou ). he las ca ego y includes many p ac ices due o he low
numbe o published a icles on hem. he e a e e-hRM, ec ui men and selec ion, hR planning, alen
managemen , and s a egic hRM.
3.2.1. Pe o mance managemen
he i s s udy on pe o mance managemen in he con ex o Oman was by al-ghanabousi and id is
(2010), who e alua ed he pe o mance app aisal p ac ice o school p incipals. hey analysed he da a
collec ed om p incipals o go e nmen schools and ound ha all go e nmen al schools ollowed he
same p ac ices due o cen alisa ion. hey u ilised wo models in he e alua ion p ocess: he pe o mance
e alua ion model o B en (2007) and he ins uc ional leade ship model by alig-Mielca ek’s (2003). hei
s udy highligh ed he e ec o cen alised educa ional au ho i y in se ing goals, moni o ing ins uc ion,
and p o iding eedback. addi ionally, he s udy highligh ed many o he a iables as hind ances o e ec-
i e pe o mance app aisal, such as insu icien ime as well as lack o aining ega ding e alua ion ech-
niques and me hods (al-ghanabousi & id is, 2010). a s udy conduc ed by alyahmadi (2012) collec ed da a
om go e nmen school eache s and ound ha eache s we e scep ical o he e ec i eness o pe o -
mance app aisal in enhancing and de eloping hei ca ee s due o ac o s such as cen alisa ion, lack o
ime, con iden iali y, and lack o incen i es (alyahmadi, 2012). al hijji and cox (2012) in es iga ed he
me hod o pe o mance app aisal in academic lib a ies in Oman and ound ha hese lib a ies pe o med
in e nal and ex e nal e alua ion o s a pe o mance. in e nally, hey u ilised a s anda d o m o conduc -
ing pe o mance app aisal, along wi h using su eys, epo s, KPis, s a is ics, and in e iews. ex e nally, he
s a was assessed by a na ional ins i u ion ( he Oman a bi a ion cen e) and many o he in e na ional
bodies. howe e , hei s udy ocused on in es iga ing he me hods used in e alua ing he o e all pe o -
mance o lib a ies in Oman, and pe o mance app aisal was only one o hem.
al Faza i and Khan (2016) e alua ed he accu acy o pe o mance app aisal esul s in Majan elec ici y
company by collec ing da a om 106 o i s employees. hey ound ha , acco ding o he s a , he
esul s o he pe o mance app aisal we e no accu a e and a e e o s we e he main ac o s a ec ing
hei accu acy. Fu he , he majo i y o he s a membe s epo ed no being mo i a ed by he
14 n. al haRRasi e al.
sugges ed ha Oman’s labou law con ains some a icles o he p o ec ion o employee in e es s. he
in e iewed employe s also claimed ha in hei o ganisa ions, mos bene i s p o ided unde amily-
iendly policies we e p o ided in o mally h ough unde s anding, a guing ha o mal amily- iendly
policies would inc ease he cos in he sho un. a s udy by Jalaga and Jalaga (2019) sough o
a ionalise he idea o emo e wo k and i s ami ica ions, as well as he p oblems and ends ela ed o
i , i s bene i s and d awbacks, and he deg ee o which i is used in Oman. he esea che s disco e ed
opposing iewpoin s ega ding he idea o emo e wo k among people and businesses. al Raisi e al.
(2019), who examined he impac o cul u al di e si y on employee pe o mance and p oduc i i y a
shell Oman Ma ke ing company (saOg), concluded ha ha ing a di e se wo k o ce has a good impac
on employee pe o mance, which would inc ease p oduc i i y and c ea i i y hanks o a iances in
educa ional backg ound, e hnici ies, cul u es, and o he di e se backg ounds. al-Zwam i and hussain
(2017), who conduc ed a s udy on he e ec s o sma phones in he wo kplace a he go e nmen al
depa men s, in salalah, Oman, disco e ed ha cell phones p o ide se e al ad an ages o he g ow h
and acili a ion o wo k, which may esul in imp o ed wo k pe o mance in o ganisa ions. al Zadjali and
ib ahim (2021) iden i ied wo kload and wo k p essu e as he p ima y causes o absen eeism in Oman’s
baking sec o .
in u u e esea ch, se e al c i ical poin s in ela ion o wo k-li e balance and quali y o wo k li e in
Oman should be conside ed. he li e a u e e iew iden i ied ha bo h public- and p i a e-sec o employ-
e s in Oman lack o mal policies ega ding wo k-li e balance and amily- iendly p ac ices. his highligh s
a need o o ganisa ions o o malise and implemen policies o ensu e ha employees can main ain a
heal hy wo k-li e balance. Fu he , he s udies sugges ha women in Oman ace challenges in achie ing
wo k-li e balance, which could be indica i e o gende dispa i ies in he wo kplace. hus, hRM p ac ices
should aim o add ess gende inequali ies and p omo e equal oppo uni ies o all employees. employe s
in Oman claimed ha in hei o ganisa ions, amily- iendly bene i s we e p o ided in o mally h ough
unde s anding a he han h ough o mal policies. While his may be ue o some ex en , i is impo an
o o ganisa ions o ha e o mal policies in place o ensu e ha all employees a e awa e o he bene i s
a ailable o hem. hRM p ac ices should also conside he bene i s and d awbacks o emo e wo k and
de elop policies ha enable employees o wo k emo ely while main aining a heal hy wo k-li e balance.
addi ionally, hRM p ac ices should aim o p omo e di e si y and inclusion in he wo kplace o enhance
o ganisa ional pe o mance. Besides, hRM p ac ices should educe wo k p essu e and wo kload o mini-
mise absen eeism and ensu e employee well-being.
3.2.5.4. Pe sonali y and eam pe o mance.ami and Khan (2020) used he i e- ac o model o pe sonali y
o examine he impac o pe sonali y on eam pe o mance among p i a e highe educa ion acul y
membe s and adminis a i e employees. he esul indica ed a posi i e and signi ican ela ionship
be ween eam pe o mance and he ou ac o s o pe sonali y model, namely, ag eeableness,
conscien iousness, ex o e sion, and openness o expe ience, whe eas a nega i e ela ionship be ween
eam pe o mance and neu o icism was obse ed. he s udy also highligh ed he mode a ing ole played
by employee engagemen on he ela ion be ween he i e ac o s and eam pe o mance. in hei s udy,
hans e al. (2015) epo ed ha he quali y o wo k li e among managemen eache s in p i a e highe
educa ional ins i u ions was nega i ely a ec ed by occupa ional s ess. sanyal and hisam (2018)
conduc ed a s udy o explo e he e ec s o eamwo k on acul y membe s a Dho a Uni e si y, Oman,
and hei pe o mances, as well as o in es iga e he aspec s connec ed o he no ion o eamwo k in
he wo kplace. hey ound a signi ican ela ionship be ween he independen a iables o eamwo k, an
a mosphe e o us , leade ship and s uc u e, pe o mance e alua ion and ewa ds, and he p oduc i i y
o he acul y membe s.
O e all, he e iewed s udies p o ided aluable insigh s in o he ela ionships be ween pe sonali y,
eam pe o mance, occupa ional s ess, and eamwo k in he con ex o Oman. howe e , i is impo an
o be awa e o he limi a ions and con ex -speci ic na u e o hese indings when conside ing hei
b oade implica ions. Fo ins ance, he i e- ac o model o pe sonali y used in he s udy by ami and
Khan (2020) o examine he impac o hese ac o s on eam pe o mance is a well-es ablished and alid
app oach in psychological esea ch. howe e , i is impo an o no e ha he esul s o his s udy may
no be alid o o he popula ions as he sample consis ed only o p i a e highe educa ion acul y
membe s and adminis a i e employees. Fu he mo e, a posi i e and signi ican ela ionship be ween
eam pe o mance and ag eeableness, conscien iousness, ex o e sion, and openness o expe ience is
cOgen BUsiness & ManageMen 15
consis en wi h p e ious esea ch. howe e , i is impo an o no e ha he nega i e ela ionship be ween
eam pe o mance and neu o icism is also consis en wi h p e ious esea ch, al hough his does no
necessa ily mean ha indi iduals high in neu o icism canno con ibu e posi i ely o a eam. he consid-
e a ion o employee engagemen as a po en ial mode a o o he ela ionship be ween pe sonali y and
eam pe o mance is a use ul addi ion o he s udy, as i sugges s ha indi iduals who a e mo e engaged
in hei wo k may be mo e likely o u ilise hei pe sonali y ai s e ec i ely in a eam se ing, al hough
he causal di ec ion o his ela ionship is no clea om his s udy. he inding ha occupa ional s ess
nega i ely a ec s he quali y o wo k li e among managemen eache s in p i a e highe educa ional
ins i u ions is also consis en wi h p e ious esea ch on occupa ional s ess and i s e ec s on wo kplace
ou comes. no ably, he speci ic ac o s con ibu ing o occupa ion s ess among managemen eache s
may be di e en om hose in o he p o essions, and, he e o e, his s udy may no be gene alisable o
o he popula ions. he emphasis on he e ec s o eamwo k on acul y membe s and hei pe o mances
is a aluable con ibu ion o he li e a u e on o ganisa ional beha iou and eam dynamics, e en hough
he speci ic con ex o Dho a Uni e si y, Oman, may limi he gene alisabili y o hese indings o o he
se ings. addi ionally, he speci ic aspec s o eamwo k ha a e ele an in his con ex may no be he
same as hose in o he con ex s.
3.2.5.5. Employee pe o mance. sawan and Pise (2021) examined he in luence o high-pe o mance
wo k sys ems (hPWs) on se ice quali y in he elecommunica ions indus y in Oman by ga he ing da a
om 300 andomly selec ed cus ome -ca e execu i es employed by Oman’s elecommunica ions ca ie s
and 300 elecommunica ions use s. hey ound ha he e was a posi i e ela ionship be ween hPWs and
he le el o se ice quali y o e ed o clien s in he Omani elecommunica ions sec o . Khan and Mashikhi
(2017) in es iga ed how eamwo k a ec s employee p oduc i i y in he banking indus y. Following an
in es iga ion o 500 employees a one o he bank’s main b anches in Musca , Oman, a eg ession
analysis was pe o med, which e ealed ha eamwo k had a s ong impac on employee pe o mance.
in hei s udy, alobaidani and Kollu uo (2020) a emp ed o de e mine how coope a ion a ec s employee
pe o mance a O pic while also iden i ying he obs acles o collabo a ion he e. he indings indica ed
ha he e we e bo h bene icial and de imen al co ela ions be ween employee pe o mance and
eamwo k. Mo eo e , al hakmani and Bashi (2014) in es iga ed issues ela ed o he p oduc i i y o
employees in he oil and gas sec o in Oman, disco e ing ha employees in public o ganisa ions a e
signi ican ly less sa is ied wi h hei employe s han hose in p i a e companies, which explains he high
u no e le els in s a e-owned o ganisa ions.
O e all, while hese s udies p o ided some use ul insigh s in o employee pe o mance in Oman, hey
did no p o ide a comple e pic u e o all he ac o s ha could in luence pe o mance o he bes s a -
egies o imp o ing i . Fo example, he s udy by sawan and Pise (2021) ocused only on one indus y
(i.e. elecommunica ions) and used a ela i ely small sample size o 300 cus ome -ca e execu i es and
300 elecommunica ions use s. his could limi he gene alisabili y o hei indings o o he indus ies
and popula ions. simila ly, he s udy by Khan and Mashikhi (2017) only looked a eamwo k as a ac o
in luencing employee pe o mance, which may no p o ide a comp ehensi e unde s anding o all he
ac o s ha could impac pe o mance. Fu he , he s udy by alobaidani and Kollu uo (2020) sugges ed
ha eamwo k can ha e bo h bene icial and de imen al impac on employee pe o mance, bu i did
no p o ide clea guidance ega ding how o ganisa ions can maximise he bene i s o eamwo k while
minimising he d awbacks. Finally, he s udy by al hakmani and Bashi (2014) ocused on he di e ences
be ween he job sa is ac ion and u no e a es o public and p i a e o ganisa ions, bu i did no explo e
o he ac o s ha could in luence p oduc i i y o p o ide ecommenda ions o imp o ing i .
3.2.5.6. Human esou ces managemen .Many s udies ha we e e iewed discussed hRM p ac ices in he
con ex o Oman. he p esen e iew o li e a u e ound ha he numbe o published esea ch inc eased
d ama ically a e 2019. he i s such s udy was by Budhwa e al. (2002), who in es iga ed he Omani
go e nmen ’s ini ia i es o human esou ce de elopmen (hRD). he s udy p aised he op managemen ’s
high le el o awa eness ega ding hRD, bu i indica ed he low in ol emen o employees in he
decision-making p ocess. his was ollowed by a s udy conduc ed by al-hamadi e al. (2007), which
examined he issues ela ed o hRM and hRD in he s a e-owned en e p ises o Oman. hey ound ha
in e na ional manage s a e implemen ing Wes e n models wi hou conside ing he local cul u e, economic
16 n. al haRRasi e al.
condi ion, poli ical ideology, ci il se ice laws, and eligion (gi en ha islam has signi ican in luence in
Omani).
hen, o almos h ee yea s, no s udies ela ed o hRM in he con ex o Oman we e published.
Moideenku y e al. (2011) conduc ed a s udy analysing he ela ionship be ween he highly in ol ed
hRM p ac ices such as hi ing, skills de elopmen , and mo i a ion wi h he o e all o ganisa ional pe o -
mance in Oman. he indings indica ed hese p ac ices had a posi i e impac on he subjec i e and
quan i a i e measu es o o ganisa ional pe o mance. Khan (2011) examined he mac o-le el ole o hRM
in Oman, poin ing o he lack o hR compe ency and knowledge ha led o con usion while dealing
wi h business challenges. howe e , al-Kindi and Bailie (2013) explo ed he impac o cul u al alues on
managemen s yles and p ac ices in o ganisa ions and a gued ha ibali y and adi ions had a s ong
in luence on Omani manage s’ pe o mance, which led o a dec eased ole o he main manage ial p ac-
ices. Mamman and al Kulaiby (2014) assessed he ole o Ul ich’s model (which emphasises he need o
de eloping manpowe and enhancing hR p ac ices as a s a egic pa ne , change leade , and expe in
adminis a i e unc ion) in unde s anding hRM p ac ices in he p i a e and public sec o s o Oman.
Mamman and al Kulaiby (2014) a gued ha ewe p ac ices we e pe o med by hR in he public sec o
han in he p i a e due o he p esence o mo e egula ions.
in he same yea , he esea che s s a ed in ol ing demog aphic da a in he analysis. Fo ins ance,
Kemp and Madsen (2014) in es iga ed he p esence o women in he p i a e sec o o Oman and ound
ha mos companies p e e o hi e mo e men han women, especially o manage ial oles. Fu he ,
al-Mahdy e al. (2016) in es iga ed he impac o demog aphic di e ences on Omani school eache s’
pe cep ion o hei job sa is ac ion and he se an leade ship s yle. he indings o he s udy showed
he posi i e impac o school p incipals’ se an leade ship s yle on he pe cep ion and sa is ac ion o
women and p i a e school eache s.
al Ma hoobi and a an (2018) also in es iga ed he in luence o hRM on he pe o mance o go e n-
men al ins i u ions in Oman, inding a s ong ela ionship be ween hRM p ac ices and o ganisa ional
pe o mance. he s udy also highligh ed he posi i e in luence o employee aining, incen i es, and job
secu i y on o ganisa ional pe o mance, along wi h he nega i e in luence o selec i e ec ui men and
decen alisa ion. humiki e al. (2019) assessed he ole o hR p ac ices du ing he economic c isis in
Oman, inding he pe o mance o he hR depa men du ing he c isis o be weak and ecommending
manage s o ise employees’ knowledge abou managemen and communica ion ac i i ies ins ead o
cos -cu ing policies.
al ya e al. (2020) examined he ela ionship be ween knowledge, hRM, and he economic g ow h o
a ab coun ies, inding ha he mo e knowledge was ans e ed om de eloped coun ies o a ab
coun ies, he mo e e ec i e he hR unc ions became, leading o highe le els o economic g ow h.
sulaiman e al. (2020) iden i ied ways o o e come challenges aced by e ail s o es wi h ega d o hRM
du ing he cOViD-19 pandemic. he s udy sugges ed implemen ing hygienic aining, ai succession
planning, and incen i e planning a all le els o mo i a e employees du ing he c isis.
al habsi e al. (2021) e alua ed he impac o hRM p ac ices on employee e en ion in he oil and gas
sec o o Oman, p aising he e ec i e ole o hR p ac ices in e aining employees. Kooli and abadli
(2021) assessed he ela ionship be ween he acc edi a ion o p i a e ins i u ions o highe educa ion and
hei hRM pe o mance. hey ound ha hRM p ac ices had no ela ion wi h he acc edi a ion, and he e
was no imp o emen in he selec ed acc edi ed ins i u ions. Vicencio (2021), who desc ibed he p e-
dic ed pe o mance o hRM owa ds s a designa ion and esiden ial s a us in p i a e ins i u ions o
highe educa ion in Oman, ound ha he e was a high conside a ion o he s a ’s demog aphic p o ile
in hRM p ac ices. al-Busaidi e al. (2021) e alua ed he impac o hRM p ac ices on employee pe o -
mance in Oman’s p i a e sec o , inding he impac o be posi i e. a o-go don and al-Raeesi (2022)
explo ed he ole o hRM p ac ices in imp o ing o ganisa ional excellence owa ds sus ainabili y and
epo ed ha he impac o hRM p ac ices on o ganisa ional de elopmen was weak.
i can be obse ed ha , in he con ex o Oman, hRM has been a opic o in e es o esea che s in
ecen yea s. he e iewed s udies examined a ious aspec s o hRM p ac ices, such as employee in ol e-
men , cul u al alues, gende di e si y, job sa is ac ion, economic c isis, he cOViD-19 pandemic, and
employee e en ion. Mo eo e , he s udies showed ha hRM p ac ices ha e a posi i e impac on o gan-
isa ional pe o mance, job sa is ac ion, and employee e en ion. howe e , hRM also aces challenges in
cOgen BUsiness & ManageMen 17
Oman, such as a lack o hR compe ency and knowledge, selec i e ec ui men , and decen alisa ion.
some s udies poin ed ou he need o conside ing he local cul u e, economic condi ion, poli ical ideol-
ogy, ci il se ice laws, and eligion when implemen ing Wes e n hRM models in Oman. Fu he , he s ud-
ies also highligh ed he impo ance o demog aphic ac o s such as gende di e si y and s a p o ile in
hRM p ac ices. hei indings sugges ha companies in Oman should ocus on c ea ing a mo e di e se
wo k o ce, especially in manage ial oles, and conside demog aphic ac o s when designing hRM p ac-
ices. addi ionally, some s udies add essed he impac o ex e nal ac o s such as economic c ises and
he cOViD-19 pandemic on hRM p ac ices, sugges ing ha o ganisa ions should ocus on enhancing
employees’ knowledge ega ding managemen and communica ion ac i i ies ins ead o cos -cu ing pol-
icies du ing such c ises. O e all, he p esen li e a u e e iew p o ided a comp ehensi e unde s anding
o hRM p ac ices in Oman, emphasising he impo ance o de eloping hRM p ac ices ha a e ailo ed
o he local con ex and demog aphic ac o s. he e iewed s udies sugges ed ha e ec i e hRM p ac-
ices can ha e a posi i e impac on o ganisa ional pe o mance, employee sa is ac ion, and e en ion.
howe e , he e a e ce ain challenges ha hRM aces in Oman ha need o be add essed, such as a lack
o hR compe ency and knowledge, selec i e ec ui men , and decen alisa ion.
3.2.5.7. Leade ship. se e al e iewed s udies on hRM began discussing he ole o leade ship in Oman
a e 2015. howe e , he e was one s udy conduc ed in 2011 ha assessed he ba ie s o leade ship
de elopmen in Oman (common, 2011). his s udy s a ed ha ibali y and amily in e dependence a e
he main ba ie s o leade ship de elopmen in Oman. al-Mahdy e al. (2016) examined he impac o
demog aphic di e ences on Omani school eache s’ pe cep ions o hei job sa is ac ion and he se an
leade ship s yle, inding ha he school p incipals’ se an leade ship s yle had a posi i e impac on he
pe cep ion and sa is ac ion o women and p i a e school eache s. his was ollowed by a s udy
conduc ed by al Ze ei i (2017), which e alua ed he in luence o ans o ma ional leade ship s yle on he
pe o mance o he go e nmen sec o . he esul s o he s udy poin ed o he impo ance o applying
a ans o ma ional leade ship s yle o enhancing employee pe o mance. hans e al. (2018) examined
he impac o leade ship s yle on manage ial c ea i i y in middle-le el employees in selec ed public
o ganisa ions, sugges ing ha he democ a ic leade ship s yle (i.e. he p e e ed s yle) had a posi i e
impac on manage ial c ea i i y, whe eas, he au oc a ic s yle had a nega i e impac . in sho , he applied
leade ship s yle in he selec ed o ganisa ions has a mode a e impac on manage ial c ea i i y.
a e 2019, he numbe o s udies on hRM ha ocused on leade ship ose o i e. al-Bah ii and O hmani
(2019) explo ed he ole o leade ship s yle in enhancing employee mo i a ion and p oduc i i y in Oman’s
wa e sec o , inding ha he leade ship s yle had a s ong impac on employee p oduc i i y. in addi ion,
i indica ed ha he wo k en i onmen and employmen con ac s we e he mos impo an d i e s o
high-le el employees’ p oduc i i y. al ha asi e al. (2020) e alua ed he ela ionship be ween expe powe
and employee p oduc i i y in he public sec o o Oman, illus a ing ha he mo e expe powe is u ilised,
he highe he le el o employee p oduc i i y will be. homas (2020) e alua ed he in luence o leade ship
s yles on employee pe o mance in he oil and gas sec o o Oman, highligh ing leade s’ suppo i e s a -
egies. howe e , i also poin ed o he lack o employee engagemen in he decision-making p ocess.
Padmakuma and Dwi edi (2021) e alua ed he impac o he ansac ional leade ship s yle on
employee pe o mance in he p i a e sec o o Oman. hey epo ed ha he ansac ional leade ship
s yle had a nega i e impac on he pe o mance o p i a e-sec o employees. al ha asi (2021) e alua ed
he impac o leade s’ in o ma ion powe on employee p oduc i i y in he go e nmen sec o o Oman,
inding ha he le el o employee p oduc i i y was low due o he big gap be ween each employee and
he o ganisa ional goals. hus, he s udy emphasised he selec ed Musca go e nmen o ganisa ions o
e iew hei leade s’ compe encies.
i appea s ha leade ship in Oman has become a opic o in e es in ecen yea s, wi h a ocus on
explo ing he impac o di e en leade ship s yles on employee pe o mance and p oduc i i y.
he s udy by common (2011) iden i ied ibali y and amily in e dependence as key ba ie s o lead-
e ship de elopmen in Oman, which sugges s ha cul u al ac o s may play a signi ican ole in shaping
leade ship p ac ices in he coun y. se e al s udies (e.g. al Ze ei i, al-Mahdy e al., 2016; hans e al.,
2018) also explo ed he impac o leade ship s yles on employee pe o mance and c ea i i y in go e n-
men and school se ings, sugges ing ha ans o ma ional and democ a ic leade ship s yles a e
18 n. al haRRasi e al.
gene ally mo e e ec i e han he au oc a ic leade ship s yle, al hough he impac may a y depending
on he con ex and speci ic o ganisa ional goals. Mo e ecen s udies (e.g. al-Bah ii & O hmani, 2019;
Padmakuma & Dwi edi, 2021; homas, 2020) ocused on he p i a e sec o and highligh ed he impo -
ance o leade ship s yles in mo i a ing employees and imp o ing p oduc i i y. howe e , some o hese
s udies (e.g. Padmakuma & Dwi edi, 2021) also poin ed ou he po en ial nega i e e ec s o ce ain
leade ship s yles, such as he ansac ional leade ship s yle, on employee pe o mance. O e all, hese
s udies sugges ed ha leade ship in Oman is in luenced by cul u al and con ex ual ac o s and ha
e ec i e leade ship s yles may a y depending on he o ganisa ional con ex and goals. he indings
also highligh he impo ance o leade s’ compe encies in shaping employee pe o mance and
p oduc i i y.
4. Discussion
he p esen s udy aimed o ad ance esea ch and p ac ice ela ed o hRM p ac ices by ca ying ou a
sys ema ic e iew o he li e a u e ela ed o hRM o desc ibe he hRM p ac ices in he con ex o Oman,
as well as hei e ec i eness in enhancing o ganisa ional pe o mance and ela ionships wi h o he a i-
ables. he s udy adop ed a sys ema ic e iew me hodology, and he analysis and syn hesis iden i ied 117
ele an publica ions.
he s udy ound ha o e he pas 22 yea s, empi ical s udies (85.4%) domina ed all hRM publica ions
in Oman, while only 14.5% comp ised e iew o concep ual a icles. howe e , he numbe o e iew/
concep ual a icles inc eased om 2011 onwa ds. he majo i y o empi ical s udies employed he quan-
i a i e app oach (75%), ollowed by quali a i e (23%) and mixed app oaches (2%). educa ion was he
p ima y indus y om whe e he da a we e collec ed (29.9%), ollowed by se ices (10.2%), oil and gas
(6.8%), and heal hca e (5.1%) sec o s. Mo eo e , sul an Qaboos Uni e si y had he highes pe cen age o
s udies (21.5%), ollowed by Dho a Uni e si y (9.2%) and soha Uni e si y (9.2%). he numbe o emale
au ho s inc eased signi ican ly o e he yea s, going om wo s udies be ween 2000 and 2010 o 14
s udies be ween 2016 and 2020, al hough male schola s s ill con ibu ed mo e o hRM publica ions han
emale schola s o e he yea s. he a e age numbe o au ho s pe s udy also inc eased o e he yea s.
hus, i can be obse ed ha hRM publica ions in Oman ha e con ibu ed signi ican ly o he body o
knowledge in he ield.
Pe o mance managemen in Oman u ilises a ious me hods, bu employee eedback indica es
laws in hei accu acy and de elopmen . he e o e, u he esea ch is needed o explo e he e ec-
i eness o hese me hods in a ious sec o s. aining and de elopmen in Oman also ace chal-
lenges ela ed o needs analysis, design, de elopmen , implemen a ion, and e alua ion. in he
e iewed s udies, issues such as he accu acy o aining analysis, aining design and con en sui -
abili y, and lack o guidance and counselling we e epo ed. al hough he e ec i eness o some
aining cou ses was epo ed as well, he e is a esea ch gap in he a ea o aining e alua ion.
compensa ion managemen in Oman equi es mo e compa a i e analysis and a deepe explo a ion
o ele an indings. Only h ee s udies we e ound ha highligh ed he impo ance o ac o s such
as sala y, pe o mance app aisal, and paymen and p omo ion in imp o ing employee mo i a ion.
Oman’s localisa ion policy was ound o ha e a ying deg ees o success in di e en sec o s, wi h
posi i e changes o Omani women in ce ain sec o s bu ba ie s ela ed o local aining, compen-
sa ion, social secu i y, employee de elopmen , and wo king hou s in o he s. success ul p edic o s o
Omanisa ion in ce ain indus ies we e also iden i ied, highligh ing he challenges and oppo uni ies
o he Omanisa ion policy.
employee mo i a ion, engagemen , job sa is ac ion, and commi men a e in luenced by ac o s such
as pay, p omo ion, job secu i y, ecogni ion, wo king condi ions, de elopmen oppo uni ies, o ganisa-
ional cul u e, supe iso y commi men , and aining. hRM p ac ices such as mone a y compensa ion,
wo k ela ions, and use o skills posi i ely con ibu e o job sa is ac ion, while ac o s such as wo kload,
esponsibili ies, and wo k ac i i ies nega i ely impac job sa is ac ion and lead o u no e . Fu he mo e,
women in Oman ace challenges in achie ing wo k-li e balance; he e o e, o ganisa ions should add ess
gende inequali ies and p omo e equal oppo uni ies o all employees. Pe sonali y ai s such as ag ee-
ableness, conscien iousness, ex o e sion, and openness o expe ience we e ound o be posi i ely ela ed
cOgen BUsiness & ManageMen 19
o eam pe o mance, while neu o icism was epo ed o ha e a nega i e impac . howe e , some s udies
we e ound o ha e limi a ions, such as small sample sizes and na ow geog aphic co e age, which limi
he gene alisabili y o hei indings. hus, i is impo an o be awa e o hese limi a ions and he
con ex -speci ic na u e o hese indings when conside ing hei b oade implica ions.
he e o e, Demog aphic ac o s such as gende di e si y should also be conside ed when designing
hRM p ac ices, as e ec i e hRM p ac ices can ha e a posi i e impac on o ganisa ional pe o mance,
employee sa is ac ion, and e en ion. Mo eo e , challenges such as a lack o hR compe ency and knowl-
edge as well as selec i e ec ui men should be add essed. in Oman, hRM has been ound o posi i ely
impac o ganisa ional pe o mance, job sa is ac ion, and employee e en ion. Fu he , cul u al and demo-
g aphic ac o s should be conside ed when implemen ing Wes e n hRM models in Oman, as hRM p ac-
ices ailo ed o he local con ex and demog aphic ac o s a e c ucial. leade ship in Oman is also
in luenced by cul u al and con ex ual ac o s. he e iewed s udies sugges ed ha ans o ma ional and
democ a ic leade ship s yles a e gene ally mo e e ec i e han au oc a ic leade ship s yles, al hough hei
e ec i eness may a y depending on he con ex and speci ic o ganisa ional goals. he compe encies o
leade s a e c ucial in shaping employee pe o mance and p oduc i i y. hus, he s udy p o ided a
de ailed implica ions o u u e esea ch.
5. Conclusion
he s udy aims o con ibu e in he unde s anding o hRM p ac ices in Oman h ough a sys ema ic li -
e a u e e iew, explo ing hei e ec i eness in enhancing o ganiza ional pe o mance and ela ionships
wi h a ious a iables.
O e he pas 22 yea s, empi ical s udies ha e domina ed hRM publica ions in Oman, wi h a no ice-
able inc ease in e iew/concep ual a icles pos -2011. Quan i a i e app oaches a e p e alen , ollowed by
quali a i e and mixed me hods. educa ion eme ges as he p ima y sec o o da a collec ion, and sul an
Qaboos Uni e si y has he highes s udy pe cen age. While he numbe o emale au ho s has inc eased,
male schola s s ill con ibu e mo e o hRM publica ions.
he s udy iden i ies challenges in hRM p ac ices, emphasizing he need o u he esea ch.
Pe o mance managemen exhibi s laws in accu acy and de elopmen , aining and de elopmen ace
issues in analysis, design, and con en sui abili y, c ea ing a esea ch gap in aining e alua ion.
compensa ion managemen equi es mo e compa a i e analysis, and Oman’s localiza ion policy exhibi s
a ying success, pa icula ly impac ing Omani women.
employee mo i a ion, engagemen , and job sa is ac ion a e in luenced by a ious ac o s, including
o ganiza ional cul u e and aining. howe e , limi a ions in some s udies, such as small sample sizes and
na ow geog aphic co e age, impac gene alizabili y. he s udy ad oca es conside ing demog aphic ac-
o s, add essing hR compe ency challenges, and ailo ing Wes e n hRM models o Oman’s cul u al
con ex .
Despi e he posi i e impac o hRM on o ganiza ional pe o mance, job sa is ac ion, and e en ion in
Oman, challenges pe sis . he s udy ecommends add essing gende inequali ies, p omo ing equal oppo u-
ni ies, and conside ing cul u al and demog aphic ac o s in hRM p ac ices. leade ship s yles, in luenced by
cul u al and con ex ual ac o s, a e discussed, wi h a p e e ence o ans o ma ional and democ a ic s yles.
6. Implica ions o heo y, p ac icali y, and u u e esea ch
he implica ion o heo y om his sys ema ic e iew, e e s o he dominance o empi ical s udies, pa -
icula ly quan i a i e app oaches. i indica es he signi icance o empi ical esea ch in shaping hRM p ac-
ices in Oman. he iden i ica ion o key ac o s in luencing employee mo i a ion, engagemen , and
sa is ac ion con ibu es o he heo e ical unde s anding o hRM dynamics in he Omani con ex .
Mo eo e , he ecogni ion o limi a ions in exis ing s udies emphasizes he need o mo e s ong esea ch
me hodologies and b oade geog aphic co e age o enhance he gene alizabili y o indings.
P ac ically, his s udy highligh s speci ic challenges and a eas o imp o emen . Pe o mance manage-
men , aining and de elopmen , compensa ion managemen , and he e ec i eness o Oman’s localisa-
ion policy eme ge as c i ical ocal poin s. P ac i ione s should pay a en ion o he epo ed laws in
20 n. al haRRasi e al.
pe o mance managemen me hods and add ess challenges in aining and de elopmen p ocesses. he
insigh s on compensa ion managemen call o a mo e compa a i e analysis o in o m be e p ac ices.
he nuanced success o localiza ion in di e en sec o s sugges s he need o ailo ed app oaches.
addi ionally, he s udy unde sco es he impo ance o conside ing demog aphic ac o s, such as gende
di e si y, when designing e ec i e hRM p ac ices in Oman.
he iden i ied esea ch gaps acili a e he way o u u e esea ch. a eas such as aining e alua ion,
compa a i e analysis in compensa ion managemen , and he impac o localiza ion in di e en sec o s
o e ich a enues o u he explo a ion. he s udy emphasizes he impo ance o add essing gende
inequali ies, unde s anding he impac o pe sonali y ai s on eam pe o mance, and del ing in o he
con ex ual ac o s in luencing leade ship s yles. Fu u e esea ch should aim o o e come limi a ions, such
as small sample sizes and na ow geog aphic co e age, o enhance he applicabili y o indings. Mo eo e ,
explo ing he adap abili y o Wes e n hRM models o he Omani con ex and in es iga ing he cul u al
and demog aphic ac o s shaping leade ship e ec i eness ep esen p omising a eas o u u e inqui y.
7. Limi a ion o he s udy
• he s udy ecognizes a limi a ion conce ning he small sample sizes and es ic ed geog aphic co -
e age p esen in some o he analyzed s udies. his limi a ion aises conce ns abou he gene aliz-
abili y o indings o b oade con ex s beyond he speci ic samples and geog aphic loca ions included.
• he emphasis on he unique Omani con ex implies ha ce ain hRM p ac ices iden i ied may be
inhe en ly ied o he speci ic cul u al, economic, and social condi ions o Oman. his con ex ual
speci ici y limi s he ex apola ion o indings o dissimila con ex s. he s udy’s ou comes should be
iewed h ough he lens o hei ele ance p ima ily o he Omani business en i onmen .
Disclosu e s a emen
he au ho s o his esea ch pape decla e no con lic s o in e es . he esea ch conduc ed independen ly, and no
inancial suppo ecei ed o ela ionships wi h o ganiza ions ha impac he objec i i y o in eg i y o he esea ch.
Abou he au ho
D . Nasse Al Ha asi, a senio lec u e in Business s udies a he Uni e si y o echnology and applied science-Musca ,
is a dis inguished expe in human Resou ces Managemen (hRM). a Fellow o he UK highe educa ion academy
and holde o a Ph.D. om Bina y Uni e si y, Malaysia, his di e se backg ound includes o e 10 yea s o collabo a ion
wi h mul ina ional co po a ions in Oman. D . al ha asi’s expe ise spans eaching, consul ancy, and co po a e man-
agemen . his esea ch ocuses on hRM P ac ices, O ganiza ion Beha io , and highe educa ion. Wi h a success ul
ack eco d in a ac ing ex e nal unding, D . al ha asi leads and supe ises esea ch eams, con ibu ing o nume -
ous publica ions in he Jou nal o social science and Business Managemen . his pape aligns wi h his b oade
commi men o ad ancing knowledge in hRM p ac ices, en iching bo h academia and co po a e sphe es.
Ms. Bad iya Al Balushi se es as a lec u e a he Uni e si y o echnology and applied science-Musca . she has
ea ned a Mas e ’s deg ee in Business adminis a ion and in o ma ion echnology om Middle eas college and holds
a Bachelo ’s deg ee in Business adminis a ion wi h a specializa ion in Ma ke ing om Majan college Uni e si y
college. he p o essional backg ound is ma ked by di e se oles in a ious o ganiza ions, whe e she has made sig-
ni ican con ibu ions o adminis a ion, managemen , and academia. Bad iya has a keen in e es in human Resou ces
De elopmen , Ma ke ing, and en ep eneu ship. she is ac i ely in ol ed in deli e ing wo kshops on opics such as
e ec i e cV c ea ion, Job in e iew echniques, Ma ke ing and Digi al B anding, sel -De elopmen , and
en ep eneu ship and new Ven u e c ea ion.
Ms. Sami a Al Khaya i is an es eemed lec u e and esea che a he Uni e si y o echnology and applied science
(U as) in Oman. she possesses a Mas e o Business adminis a ion (MBa) wi h a ocus on s a egic human
De elopmen om he Uni e si y o nizwa and a Bachelo ’s deg ee in in e na ional Business adminis a ion om
U as. he expe ience spans o e six yea s in eaching and esea ch in highe educa ion, whe e she specializes in
a ious aspec s o human esou ce managemen . he esea ch in e es s encompass educa ion, leade ship, sus ain-
abili y, pe o mance managemen sys ems, o ganiza ional de elopmen , employee engagemen , and aining and
de elopmen . sami a is also enowned o he ac i e pa icipa ion in na ional and in e na ional con e ences, which
unde sco es he p ominen posi ion in he ield o human esou ce managemen .
cOgen BUsiness & ManageMen 21
Ms. Ma yam Al Rashdi is a lec u e a Middle eas college. she holds a mas e ’s deg ee in Business adminis a ion
om sul an caboos Uni e si y and has ob ained he bachelo ’s deg ee in human Resou ce Managemen om
Uni e si y o echnology and applied science-Musca . she has wo ked in companies in di e en ields since 2014.
Ma yam is in e es ed in human esou ce de elopmen and en ep eneu ship s udies. she has conduc ed wo kshops
abou sel de elopmen and success ul en ep eneu s in di e en o ganiza ions. cu en ly she is wo king in esea ch
abou s a egies o en ep eneu ship eco e y a e co id-19 pandemic.
ORCID
nasse al ha asi h p://o cid.o g/0000-0003-4456-0926
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