ItemStrategic Foresight and Cost Effective Leadership in Organizations: A Case Study of the UAE Manufacturing Sector(The British University in Dubai (BUiD), 2023-06) AL MARZOOQI, REEMThe current thesis sought to critically investigate the not-so-common relationship between strategic foresight and costs saving leadership practices in manufacturing organizations in the UAE. The lack of previous studies scrutinizing this relationship and the research’s hypothesis of the possibility of a relationship between the two constructs provided impulse for the study. The aim was to justify whether there is a relationship between strategic foresight and cost savings in manufacturing organizations and use this knowledge, if affirmative, to come forth with a framework for the effective application of strategic foresight on costs savings efforts in manufacturing companies in UAE. The methodological approach adopted for the research was deductive based on the positivist philosophy, using a survey questionnaire to collect quantitative data from a sample of the population. Analysis of the data gathered was conducted using structural equation modeling (SEM) critical path analysis via SPSS AMOS v.26. The results from the critical path analysis of the structural model revealed a strong relationship between strategic foresight and costs savings approaches. This confirmed the hypothesis of the study that there is a relationship between strategic foresight and cost saving leadership efforts in manufacturing organizations. Other relationships between sub-constructs in the study were also tested and the study was able to culminate with the development of a model for the integrated successful application for strategic foresight on cost savings efforts in the manufacturing sector in the UAE. A framework for the effective application of strategic framework on cost saving efforts in manufacturing companies in the UAE was developed that would assist manufacturing companies in effectively managing their costs through the application of strategic foresight tools. The broad base nature of the research was identified as one of its major limitations and recommendations were made that future studies should focus efforts on one manufacturing organization while actually studying the quanta of costs savings that can be arrived at through application of strategic foresight. ItemEmployee’s Strategic Alignment Effects on Employee’s Performance, the Mediating Role of Employee’s Engagement(The British University in Dubai (BUiD), 2023-02) AL MAKTOUM, SHAIKH SAEEDThis research explores employees' strategic alignment Impact on employee engagement and performance. Moreover, the study investigates the mediation role of employee engagement in this set of relationships. Accordingly, the main research question is, "what is the impact of Employee strategic alignment on employee engagement and performance". Previous studies have approached strategic alignment, shared goals, and their impact on employee performance and engagement. Nonetheless, there is not enough empirical research regarding employees' strategic alignment and their impact on employee performance and engagement in a governmental organisation. Furthermore, this research looks into the function of employee engagement as a mediator; investigating the mediation role helps in understanding the mechanism by which alignment might affect employee performance and whether this impact is direct or indirect. The employee's strategic alignment is addressed depending on Kaplan and Norton's (2001c) work regarding the strategic-focused organisation, whereby principle three, "Make strategy everyone's everyday job", is the centre of this research. Employee strategic alignment is investigated through three dimensions: creating strategic awareness, defining personal objectives and linking compensations to performance. In order to explain the hypothesised relationship in this research, three theories were followed, the Goal setting theory by Edwin Locke, the Job demand-resources (JD-R) model by Baker and Demerouti, and the engagement theory by Kahan. This investigation follows a positivism philosophy with a deduction approach; the research is quantitative that adopts a survey strategy. It is cross-sectional in time and relies on random sampling techniques and a questionnaire as a data-gathering tool. ItemThe Effect of Training Effectiveness, Attitude, Commitment, and Employee Trust on Food Safety Behaviour in Home-Based Businesses(The British University in Dubai (BUiD), 2022-07) AL MUALLA, SHATHA ALIFood safety behaviour in the United Arab Emirates (UAE) has received much academic and practitioner attention because of the significance of home-based businesses (HBBs) in food safety management. Food safety behaviour in HBBs is vital because many entrepreneurs are increasingly seeking HBB growth and development via innovation. Many food safety guidelines regulate HBB food safety practices. However, prior studies on the impact of managerial variables that affect safety practices at HBB examine a few variables and factors, warranting further studies on other variables that may affect food handlers’ behaviour. Thus, this study develops a model to examine how employee trust, attitudes, commitment, and training effectiveness influence HBB food safety. The study uses a quantitative research design in a deductive approach to test the model variables and their impact on HBBs in the UAE regarding food safety behaviour. Questionnaires were used to collect data, yielding a sample of 183 respondents, after which Statistical Package for the Social Sciences (SPSS) and AMOS was employed for data analysis and hypotheses testing. Accordingly, food safety behaviour, training effectiveness, commitment, attitude, and employee trust (except for the continuance commitment) factors showed significant correlations, influencing employee food safety behaviour in HBBs. Hence, employers should note the role the four variables and their factors play in employee food safety behaviour. They should implement an effective training programme to promote food safety behaviour. Moreover, the findings can help develop food safety practices critical to achieving high levels of preparedness for foodborne disease outbreaks. It can help stakeholders provide information on reducing food poisoning incidents at HBBs by requiring food handlers to assume managerial responsibilities. Keywords: Food Safety Behaviour, Training Effectiveness, Attitude, Commitment, Employee Trust ItemImpact of Social Support, Emotional Intelligence on Work Turnover Intention: A Cross-Sectional Study among Employees(The British University in Dubai (BUiD), 2021-09) ALKETBI, HEERAHigh employee turnover rate is a serious problem faced by most public and private sector organizations in the United Arab Emirates (UAE). While the most common reason for high employee turnover is inadequate financial remuneration, the existing evidence indicates that factors such as social support and emotional intelligence (EI) could also be related to high employee turnover. Generally, the available literature about the effect of EI and social support on employee turnover is scarce with even fewer studies in the context of universities in UAE. Since employee turnover could become a bigger challenge for the economy of the UAE in the future, it is imperative to explore the association between factors such as social support and EI and employee turnover in the UAE. Therefore, the goal of this study is to explore how social support and emotional intelligence could affect employees’ turnover intention in the UAE setting. A cross-sectional study was conducted in the UAE from June 2020 to July 2021. The sample comprised 452 respondents from thirteen universities and data were collected by using a questionnaire. The data were analyzed using SPSS and linear regression was performed to assess the factors associated with employee turnover intention. The results of the study showed that factors such as supervisor support, coworker support, sympathy, and self-regulation affected the employees’ turnover intention while adjusting for age, gender, and work experience. Employees with high scores for social support (supervisor and coworkers’ support), sympathy, and self-regulation were less likely to intend to leave the job. The results of this study, therefore, led to a conclusion that organizations should provide appropriate social support including both coworker and supervisor support to retain the employees in the universities.