The Human Resources (HR) department is now more important than ever as a result of increased globalization and a desire on the part of all organizations to ensure that they maintain the greatest possible competitive advantage (Gunnigle, Lavelle, & Monaghan, 2013; Nijssen & Paawue, 2012). As a result of the complexities that are faced by HR due to such increasing pressures and challenges, this dissertation sought to examine the argument for and against redundancies in difficult economic periods, analyze the course of action taken by Gulf Cooperation Council (GCC) public sector organizations with specific reference to the options of redundancy or retention, and to explain the reasons behind choosing the implementation of either redundancy or retention policies.
In order to accomplish such a task, the following research questions were identified for resolution within the course of this study: (1) What is the role of HRM in managing talent during the oil and gas crisis in the Gulf region?, (2) What are the possible strategies that HRM in this sector could develop in order to step beyond the brutal phase of laying off employees each time the oil price drops or paying excessive amounts to poach remaining employees within the sector?, (3) What are the main challenges that GCC public companies are facing in accordance to employee retention?, and (4) What is the relation between employee turnover and job satisfaction in GCC public companies? A mixed methodology experimental study was conducted through the use of questionnaires, interviews, semi-structured interviews, and focus groups to gain insight into the manner in which HRM was used by employees within various organizations in this industry, allowing for a clear identification of the answers to the research questions while at the same time serving to provide key insights into this much needed but little explored field of study. It is believed that the answers contained herein serve to provide the insight necessary to enable the continued success of GCC oil and gas companies in light of the continued decline in oil prices (Barkema et al., 2015; Al-Husan, Al-Husan, & Perkins, 2014; Ghalib & Ahupusi, 2014).

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    References
  • AL-Husan, F. B., AL-Hussan, F. B., & Perkins, S. J. (2014). Multilevel HRM systems and intermediating variables in MNCs: longitudinal case study research in Middle Eastern settings. The International Journal of Human Resource Management, 25(2), 234-25.
  • Barkema, H. G., Chen, X. P., George, G., Luo, Y., & Tsui, A. S. (2015). West meets East: New concepts and theories. Academy of Management Journal, 58(2), 460-479.
  • Ghalib, A. K., & Agupusi, P. (2014). Business strategy and corporate responsibility: perception and practice in the oil industry and the role of non-governmental organisations. Journal of Business Economics and Management, 15(5), 951-963.
  • Gunnigle, P., Lavelle, J., & Monaghan, S. (2013). Weathering the storm? Multinational companies and human resource management through the global financial crisis. International Journal of Manpower, 34(3), 214-231.
  • Nijssen, M., & Paauwe, J. (2012). HRM in turbulent times: how to achieve organizational agility? The International Journal of Human Resource Management, 23(16), 3315-3335.