MATRIZ DE CRUCE DE CATEGORÍAS, CRITERIOS Y ANÁLISIS

Section 3.4 presented a discussion on the issues that employers experience when hiring Saudis, despite the considerable and coordinated government support, as detailed by participant T3. The discussion noted that if information is collected on nationals’ employment, it is dated and based on several different estimates, including the World Factbook, Qatar National Bank, Alpen Capital and Samba Financial Services, among others. It was argued that substantial informal employment within families may account for Saudi women’s participation rate of 17 per cent in 2010 and unemployment rate of 16 per cent in 2009 (Baldwin-Edwards 2011; World Bank 2012). Thus, there is little data on youth unemployment, youth participation rates, or assessment of employability from the various educational establishments, planned to publish in 2013. There is little data on immigrant populations. The economic needs of different industry sectors should be investigated to establish the situation for curricula reform, as well as projecting future needs for Saudi labour. Idrees (2011) established that an oligopoly exists among five-star hotels in the religious tourism and hospitality industry in Al Madinah. The firms protect their industry from newcomers, share customer and employee information, and standardise room offers and prices.

Section 2.4.2 discussed Saudis’ attitudes to work, characterised by a lack of technical skills and work ethic and preference for the public service (Al-Asmari 2008; Al-Dosary & Rahman 2005; Almunajjed 2010; Al-Shammari 2009). Arguably, this attitude is the single most important aspect of unemployment, as it is the individual who must establish his or her position in society. Given the expectation that Saudis establish their family lives at an early age, it is of consequence that they are unable or unwilling to access a job to gain the

status they desire. This observation is supported by Ali and Al-Owaihan (2008), who investigated an Islamic form of the work ethic. They claimed that the Islamic work ethic has economic consequences and moral and social dimensions that appear to provide Saudis with a sense of worthiness and strengthen organisational commitment and continuity: ‘Work is viewed not as an end in itself, but as a means to foster personal growth and social relations’ (Ali & Al-Owaihan 2008, p. 5). While this view may not support the globally recognised ethic of productivity, it may be of use in hospitality management techniques.

In this study, the final questions concerned the managers’ positions in regard to employing Saudis, from the viewpoint of the government representatives. In response to the question of whether employers in the hospitality industry actively seek Saudis as managers or staff, participants reacted positively, quoting Saudisation to justify their affirmative position. Interestingly, participant T2 quoted a 32 per cent Saudisation target at the time (in early 2012). Participants T3 and L2 also suggested that Saudi management was an effective marketing technique, as customers would expect to have a national in charge. Participant L2 said that Saudis are of value in customer service because they know more about the country.

In terms of promoting the hospitality industry to young graduates, participant L2 was enthusiastic, stating that it was important as a growth industry, and that experience in hotel or restaurant management could lead an individual into entrepreneurship, establishing new premises and building up a business. Respondent L1 was more cautious, explaining that the labour regulations and employment laws for Saudis are not yet sufficiently robust to protect employees. They require further ‘incentives’. These incentives could possibly relate to unemployment insurance; ongoing employment; superannuation; leave allowances, such as parental and long service leave; union representation; and, importantly, an effective disputes system. Participant T1 said that the hospitality industry was clearly an acceptable industry for Saudi graduates and should be considered for any career, while T2 mentioned the benefits of experience and the chance to travel while working. T3 summarised the positive view:

Yes, because it is a developing field and the work is interesting and non-routine due to the diversity of customers and their daily differences, in addition to the

happiness which the employee feels from providing good service to others although paid for doing so.

On issues that participants may wish to comment about, T3 was cautious:

Youth have the desire to work, but there is a problem with the lack of a clear organisational structure and [career structures] for hotels, as the young jobseeker wants to see himself after five or 10 years [on a career path with growth potential], not on the same salary and [incremental] increase.

Participant T1 mentioned a lack of professional qualifications in the hospitality industry. This again perhaps implies a need to seek greater collaboration between the public agencies, this time in higher education. Respondent L1 agreed, stating that more courses and qualifications should be provided by the tertiary sector, and that there is a greater need for employers to seek out Saudis who are willing to work. Again, T3 explained the respondents’ views:

In general [non-national management] do not use Saudis because they prefer to work with those of their nationality, as the majority of [managers] are non-Saudis. Therefore, the matter needs interference from the State to set rules and regulations that support young Saudi men and women to work in these firms and throughout the private sector.

Participant L2 closed the interview with the observation that international travel by Saudis for education, work and leisure opened them to new experiences. The hospitality industry was an excellent place for these leaders to work, to assist in the employment of other Saudis, and perhaps later to start a business. Participant T2 agreed with T3 that there was a perceived threat in Saudisation to existing non-nationals, who will possibly lose their jobs (given that they are tied to one employer); thus, they will be cautious to assist Saudis in similar jobs.

5.2.7Section Summary

The finding of this research was that there are many issues regarding Saudisation of the hospitality industry, including:

• Lack of depth to the employment laws, especially in a coherent structure that governs all who work in the country; and

• Lack of an education system that supports the industry or any consultation with members of the industry.

From the employers’ perspective, there was no ‘organisational chart’—that is, there was no framework that related to long-term employment. This was due to the transient nature of non-national employment and the difficult employment contracts. Training in the firm was also unknown and could exist in some places, but not others. In addition, non-national team members with whom Saudis were expected to work were fearful for their jobs, as they were tied to one employer. Thus, the conclusion was that there are structural flaws in the employment conditions in Saudi Arabia that will continue to impede the government’s attempts to implement Saudisation or Nitaqat.