Globalization of ethical standards in Human Resource Development (HRD) has exerted a lot of pressure on the organizations that work in culturally unique settings. The organizational culture of the United Arab Emirates (UAE) dictates that organizations operating on a public sector should not only adhere to globally accepted set of ethical standards, but they should also be respectful to the local socio-cultural values, hierarchies, and expectations of the institutions.
In this paper, the researcher is going to investigate how the HR managers in the UAE public sector understand, implement and apply the global HRD ethical standards in their decisions. The positivist and deductive research philosophy will adopt a quantitative survey research design to gather empirical evidence of HRD practitioners and managers in UAE state sector organizations. The study revealed ethical issues to do with transparency, fairness, accountability, leadership development, and trust and the approaches of balancing world ethical perspectives with the cultural realities taken by managers.
The results show that when ethical HRD practices are adopted under a culturally sensitive leadership and relationship of trust, these practices have a positive impact on perceptions of fairness, employee acceptance, and organizational performance. The outcomes, however, also indicate a long-term manifestation of ethical conflicts that are caused by hierarchical decision-making, cultural demands, and scarcity of viable guidelines to consider in the process of integrating ethics. The study has added to the body of research on HRD by offering empirical yet practical understandings of ethical decision making in a non-western setting in the public sector. As a manager, the research provides evidence-based recommendations to ensure culturally responsive and ethically consistent practices of HRD in the UAE public sector are supported.
- Quote paper
- Mangeti Wesonga (Author), 2026, Integrating Global Ethical Standards into Human Resource Development Decision-Making, Munich, GRIN Verlag, https://www.grin.com/document/1742672