International Journal of Economy, Management and Social Sciences, 2(5) May 2013, Pages: 185-194

TI Journals

International Journal of Economy, Management and Social Sciences

ISSN
2306-7276

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Work Motivators of Saudi and Emirati Generation Y:

A Pilot Study
Hwee Ling Lim
The Petroleum Institute, Abu Dhabi, United Arab Emirates.
AR TIC LE INF O

AB STR AC T

Keywords:

The Kingdom of Saudi Arabia (KSA) and the United Arab Emirates (UAE) practice labour
nationalization policies for regulating localisation of the workforce. However, the success of these
policies is debatable when measured as the fulfillment of quotas for numbers of nationals employed
and complicated by the influx of a large Generation Y (Gen Y) demographic group into the labour
markets. The sustainability of these policies depends on the ability of organizations to understand
the recruitment and retention issues specific to young nationals.

GCC nationals
Generation Y
Human resource management
Recruitment
Retention
Work motivators

This study compares the work motivators of Saudi and Emirati Gen Y in KSA and the UAE
respectively. Twenge et al.s (2010) model was used to measure the importance of work
preferences on five motivational dimensions. Quantitative and qualitative survey and interview
data were gathered from 91 respondents comprising Saudi and UAE nationals.
The findings showed differences in importance placed on work preferences and perceptions of
inter-generational differences in work ethics that could be attributed to individual demographic and
socio-economic factors. Specific recommendations for effective recruitment and retention of Gen
Y were provided that could better inform human resource practices and contribute to management
research in the Arabian Gulf region. This research contributed to existing knowledge on Gen Y,
extended previous studies regarding this cohort at work and increased understanding of Saudi and
Emirati Gen Y in the Gulf Cooperation Council (GCC) states.
2013 Int. j. econ. manag. soc. sci. All rights reserved for TI Journals.

1.

Introduction

The Kingdom of Saudi Arabia (KSA) and the United Arab Emirates (UAE) practice labour nationalization policies for regulating
localization of the workforce. However, the success of these policies is debatable when measured as the fulfillment of quotas for numbers
of nationals employed and further complicated by the influx of a large young Generation Y (Gen Y) demographic group into the labour
markets. The sustainability of these policies depends on the ability of organizations to understand the recruitment and retention issues
specific to young nationals. This study compares the work motivators of Saudi and Emirati Gen Y in KSA and the UAE, respectively.
Twenge et al.s (2010) model was adopted to measure the importance of work motivators on five dimensions [1]. Quantitative and
qualitative survey and interview data were gathered from 91 respondents who comprised Saudi nationals and Emiratis (UAE nationals).
Differences in the importance placed on work motivators and perceptions of inter-generational differences in work ethics between Saudi
and Emirati respondents were found and discussed. This paper concludes with recommendations for effective recruitment and retention of
Gen Y that could better inform human resource practices and contribute to current scarce management research in the Arabian Gulf.

2.

Background

2.1. Saudi Arabia and the UAE

This study focuses on Saudi Arabia and the United Arab Emirates that are members of the Gulf Cooperation Council (GCC) states. The
capital cities are Riyadh (KSA) and the emirate of Abu Dhabi (UAE). Both countries share commonalities in official religion (Islam),
language (Arabic), government system (monarchies) and petroleum-based economies. Among the GCC states, KSA and UAE have the
largest populations of 26.1 million and 5.1 million, respectively [2]. Both countries face similar socio-economic challenges: a growing
young national population, high unemployment among nationals, a workforce over-represented by foreign (expatriate) workers, and the
adoption of labour nationalization policies (Saudization, Emiratization) to create jobs specifically for citizens and reduce dependency on
expatriate workers.
High unemployment rates among youths and rising prices were among the main triggers of the on-going Arab Spring protests that started in
2010 [3]. As oil-rich countries with generous social welfare and job priority programs for nationals, KSA and UAE have largely been
sheltered from the regional upheavals at present unlike their GCC partners (Bahrain, Oman), Tunisia, Syria, and Egypt. However, given a
* Corresponding author.
Email address: hlim@pi.ac.ae

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Inter nat ional Journal of Economy, Manage ment and So cial Scie nces, 2(5) May 2013

strong correlation between countries prone to civil unrest and a large unemployed young population [4], governments and organizations
need to understand and manage the work expectations of their fast-growing young generations to ensure continued socio-political stability.
2.2. Labour Demographics and Policies
As the GCC states have a short census history, data reliability has been questioned given the inconsistencies present in official statistics
versus unofficial sources [5]. The 2011 UAE statistical yearbook provided demographic and employment data that is restricted to Abu
Dhabi [6]. In KSA, the Central Department of Statistics and Information website releases statistical reports and key indicators but the
information is limited [7]. Hence, the statistical data discussed here are mainly drawn from international sources.
The KSA population was estimated at 26.1 million (2011) with Saudi nationals comprising the majority (79%) and expatriates making up
the rest (Table 1). In contrast, the UAE population was estimated at 5.1 million with Emiratis comprising the minority (19%) and
expatriates forming 81% [2]. However, the labour force demographics show remarkable similarities as nationals formed the minority in the
workforce of both countries (KSA-20%; UAE-15%) and unemployment rates for nationals are high at 10.5% (Saudi) and 12.9% (Emirati)
[8-9].
In light of the workforce statistics, the rationale for implementing labour nationalization policies becomes clearer. KSA and UAE adopted
similar affirmative action quota driven Saudization/Emiratization policies that focus on reducing the reliance on expatriates by replacing
them with local workers [10, p.2, 4]. Although the policies aim to create jobs for citizens, their success is mixed when quantitatively
measured as the fulfillment of quotas for numbers of nationals employed by industries. Since their implementation in the mid-1990s and
2000 respectively, Saudization and Emiratization were expectedly successful in the government sector with most agencies reaching their
targets [11-12]. From 1999-2008, there were consistent declines in the ratio of expatriates to nationals in employment [5]. However, in spite
of the labour policies, workforce participation by nationals is still low compared to expatriates (Table 1). Moreover, the entry of a large Gen
Y into the labour markets presents special HRM challenges that go beyond job creation to understanding what young citizens want from
their jobs.
Table 1. Population, labour force, unemployment by nationality, 2010-2011: KSA, UAE [2]
Population1

Total

Emirati

978,246

19%

Expatriate

4,170,418

81%

Saudi

20,555,627

79%

Expatriate

5,576,076

21%

Emirati

555,750

15%

Expatriate

3,149,250

85%

Saudi

1,467,400

20%

Expatriate

5,869,600

80%

Labour force 2

5,148,664
26,131,703

Total
3,705,000
7,337,000

Unemployment3
Emirati

12.9% 4

UAE

4.2%

Saudi

10.5% 5

KSA 10.8%
July 2011 estimate; 2in 2010; 3 definition: +15 years, able
and actively seeking work; 4Janurary 2011; 5August 2009.
1

2.3. The Youth Bulge: Shifts in Workforce Generations

A generation is a cohort of individuals grouped by its age, and shares the historical and social experiences, behavior and beliefs that are
common to that time [13-14]. There are five generally accepted generational groups: Traditionalist, Baby Boomer, Generation X,
Generation Y, and Generation Z (Table 2). The youth bulge refers to a demographic phenomenon where the proportion of persons aged
15-24 [Gen Y] in the population increases significantly compared to other groups [15, p. iv].
Table 2. Generational cohorts [16]
Generation

Born

Traditionalist

1925-1945

Baby Boomer

1946-1964

Generation X

1965-1979

Generation Y

1980-1999

Generation Z

From 2000

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Internat ional Jour nal of Economy, Mana ge ment and Social Sciences , 2(5) May 2013

Although official statistics on KSA and UAE labour force distributed by both generation and nationality are not available, an examination
of whole populations, distributed by generation (Tables 3-5), shows that from 2010/2011-2015,
Gen Y remains the single largest demographic group, with UAE seeing a higher growth rate (+9%) compared to KSA (+4%).
Although Gen X remains the second largest group, UAE Gen X will shrink faster (-9%) than KSA Gen X (-2%).
Gen Z remains the third largest and youngest generation, but the UAE Gen Z will grow rapidly (+6%) while KSA Gen Z will decline
(-2%).
Table 3. Generation growth rate, KSA, UAE, 2010/11-2015
KSA
Generation Y
Generation X
Generation Z
Traditionalist
Baby Boomer
Total Population*

2011
46%
22%
20%

2015
50%
20%
18%

% change
+4%
-2%
-2%

13%

11%

-2%

26,131

24,750

UAE
2010
2015
% change
Generation Y
36%
45%
+9%
Generation X
35%
26%
-9%
Generation Z
16%
22%
+6%
Traditionalist
12%
8%
-4%
Baby Boomer
4,975
5,779
Total Population*
*in millions; includes nationals and expatriates

Table 4. Population distributed by generation, Saudi Arabia, 2006-2015, in millions [17]

Generation
Traditionalist

Born
1925-1945

2006*
649
3%

2011
466
2%

2015
541
2%

Baby Boomer

1946-1964

3,193
13%

2,833
11%

2,172
9%

Generation X

1965-1979

6,142
26%

5,823
22%

5,061
20%

Generation Y

1980-1999

11,457
48%

11,911
46%

12,464
50%

Generation Z

from 2000

2,631
11%

5,098
20%

4,512
18%

24,072

26,131

24,750

Total Population

Table 5. Population distributed by generation, UAE, 2005-2015

Generation
Traditionalist

Born
1925-1945

Baby Boomer

1946-1964

Generation X

1965-1979

Generation Y

1980-1999

Generation Z

from 2000
Total Population

[18]

2005
70,360
2%
758,786
19%

2010
45,057
1%
567,243
11%

2015
29,784
1%
383,721
7%

1,682,728
41%
1,190,636
29%
384,092
9%

1,752,082
35%
1,811,635
36%
799,576
16%

1,513,689
26%
2,588,396
45%
1,264,170
22%

4,086,602

4,975,593

5,779,760

KSA and UAE display common population trends:

Very small Traditionalist/Baby Boomer cohorts: the countries young histories (in 2012, KSA 80 years; UAE 41 years) resulted in
pyramid demographic characteristics rather than the hour-glass pattern prevalent in the United States (US) and Europe.
Large Gen X/Y groups: the expatriate dominated workforce (Table 1) means that the populations are naturally skewed towards
individuals in their prime working age (20-40 years).
Countries undergoing such demographic transitions experience simultaneously the Big Crew Change which refers to the departure of the
oldest generation of employees in an industry and the influx of the next generation. When extrapolated to the workforce, KSA and UAE

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population trends suggest that the retirement of Gen X will have a large impact in terms of worker replacement and retention of the
incoming Gen Y. An additional concern is the issue of inter-generational knowledge transfer from Gen X, who are mainly expatriates
holding vital managerial positions, to the incoming Gen Y nationals. Hence, companies will need to understand the characteristic traits,
work expectations and motivators of the young citizens.
2.4. Saudi and Emirati Generation Y Characteristics
A generation is more than a loose collection of individuals who belong to the same age group. Each generation is bound by shared
experiences, which include social, historical or life events, of that time, that shape its values, characteristics and behavior [19]. Hence, it is
not possible to assume that Gen Y is a homogenous group that underwent critical development periods together in the same time and place,
and therefore have same traits. While US Gen Y workers have been comprehensively studied as part of consultancy or practitioner
research, there are few formal studies on GCC Gen Y traits [20-21]. Hence, impressions of this generation are largely anecdotal or
extrapolated from social surveys. Recently, Erickson and Bevins examined the traits of four generational cohorts in Brazil, China,
Germany, India, Russia, US, United Kingdom, and Saudi Arabia [22]. Asda'a Burson-Marsteller conducted a large-scale youth survey in
ten Middle-East countries including the six GCC states, Jordan, Lebanon, Egypt and Iraq; with Emiratis comprising half of the UAE
sample in the survey [23].
When comparing the US, UAE and KSA Gen Y, the common characteristic identified is being digital natives (Table 6). Also, UAE and
KSA Gen Y share the traits of being conservative and having a strong national identity, which could be attributed respectively to the
countries common Islamic religion, traditional culture and society; and the recent establishment of their geo-political identity as GCC
states. However, there are differences in Emirati and Saudi traits based on experiences of specific events in each country. The Emiratis are
career-oriented (preferring to work for the government sector) and financially pressured which reflects respectively, their privileged
vocational status from Emiratization and the inflationary pressures present in the UAE in the past years. The Saudis mistrust of institutions
could be due to recent availability of open and legal public access to more information sources via the Internet (from 1999) rather than just
through official channels.
An awareness of these traits is a step towards identifying Saudi and Emirati Gen Y work motivators. Based on Hollands vocational theory,
vocational interest is an expression of ones personality and people not only choose but are also motivated by jobs and work environments
that allow them to exercise their skills and abilities, express their attitudes and values. Hence, there is a strong congruence between high job
satisfaction, commitment to organizations and a good fit between worker traits and the work environment [24-25].
Table 6. Generation Y characteristic traits in USA, UAE, KSA
USA
Erickson & Bevins [22]
Digital natives
Family-centric
Immediate
Optimistic

UAE
Asda'a Burson-Marsteller [23]
Digital natives
Conservative
Strong national identity
Career and family oriented
Financially pressured
Cautiously optimistic
Committed to education

KSA
Erickson & Bevins [22]
Digital natives
Conservative
National identity
Mistrustful of institutions

2.5. Work Motivators: Concepts and Instrument

Motivation refers to the forces acting on or within an individual that direct behavior [26]. Work motivators are the internal and external
factors affecting employee productivity. Herzbergs (1968) two-factor theory offers an explanation of motivation specific to the workplace
and deals with the distinct things that people want from their jobs [27]. Herzbergs theory states that an employees overall job satisfaction
is affected by extrinsic and intrinsic factors or conditions. Extrinsic factors include salary, status, and physical work environment. The
presence of these factors does not necessarily motivate a person in his job, but their absence would result in dissatisfaction. Hence, these
extrinsic factors are also known as dissatisfiers or hygiene factors. Intrinsic factors include feelings of achievement, responsibility, and
recognition. Their absence may not result in dissatisfaction, but their presence increases motivation and results in good job performance.
These intrinsic factors are also called satisfiers or motivators. The theory assumes that hygiene factors must be present in a job to ensure
that the employee is not dissatisfied before intrinsic motivators can be used to stimulate performance. Herzbergs theory holds certain
implications for human resource managers who must provide both extrinsic motivators to avoid employee dissatisfaction and intrinsic
motivators to create employee job satisfaction. In this study, Herzbergs distinction between extrinsic and intrinsic factors forms the basis
for understanding Twenge et al.s [1] model used to examine work motivators.
Twenge et al.s model measures the importance of work motivators on five dimensions [1, pp.6-9]:
Extrinsic motivators are tangible rewards such as salary, promotion opportunities, and status that motivate individuals to work.
Intrinsic motivators are intangible rewards that reflect an inherent interest in the work hence being motivated to work for its own sake.
Leisure motivators are rewards that enable a work-life balance such as flexible work hours, freedom from supervision.
Social/Affiliation motivators are emotional rewards that satisfy the need to be connected to others such as interpersonal relationships in
work teams.
Altruistic motivators are intangible rewards that satisfy the need to help others and contribute to society.

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2.6. Findings from Literature on Gen Y Work Motivators

As formal research on Saudi Gen Y is limited, this section reviews studies on Gen Y employment expectations from Australia, US and
UAE (Table 7). Treuren and Anderson [28] surveyed the employment expectations of Australian university students measured as factors
including high salary, travel opportunities, work-life balance. Montana and Lenaghan [29] examined inter-generational differences in
importance of work motivators. In the UAE, Shatat et al. [30] focused on the employment expectations of Gen Y engineers. Abdulla et al.
[31] examined the demographic and environmental factors affecting job satisfaction among Dubai Police Force employees (34 years
average); with Emiratis comprising 58.5% of the sample. Findings from the literature showed that important factors influencing employee
satisfaction were clustered around intrinsic and extrinsic motivators.
In summary, KSA and UAE population trends signal the retirement of Gen X and the entry of a large Gen Y segment that needs to be
further understood in order to effectively recruit, motivate and integrate this new generation into the countries workforce. Studies reviewed
showed that Gen Y prefer jobs that offer intrinsic and extrinsic work motivators and hold the expectations that employers should provide
career development opportunities and material rewards. Studies on UAE Gen Y provided some insight that could be extrapolated to KSA
but had largely treated their samples as homogenous groups without differentiating the views of nationals from expatriates. Also, since
nationals form the minority in both countries workforce, understanding what motivates them could contribute to the success of Saudization
and Emiratization. Given these gaps in knowledge, there is a need for this study to further our understanding of Saudi and Emirati Gen Y
work motivators. The next section describes the methodological decisions and the conduct of this study.
Table 7. Important work motivators from the literature

Employee expectations
Treuren & Anderson [28]

Work motivators
Montana & Lenaghan [29]

Employee satisfaction
Abdulla et al. [31]

Employee expectations
Shatat et al. [30]

Job satisfaction & interest (1)*

Ongoing training &
development (2)
High salary (2)
Work-life balance (2)

Steady employment (1)*

Respect for me as a person (2)
Good pay (3)
Chance for promotion (4)
Opportunity for self-development
(5)
Freedom on the job (6)

High salary (1)*

Nature of the work (2)
Organizational policy (3)
Supervision (4)
Relationship with co-workers (5)
Promotion opportunity (6)

Clarity of objectives & goals

(1)*
Opportunities for development
(2)
Work-life balance (3)
Flexibility & freedom (4)
Rewards & compensation (5)

*ranked in order of importance

3.

Research methods

3.1. Survey Research and Sampling

This study adopted the following survey methods: self-administered paper-based surveys; individual (face-to-face, telephone, online) and
focus group (face-to-face) interviews. Purposive sampling strategy was used and an a priori criteria sampling approach [32] was applied to
select participants with the following characteristics: Saudi nationals; UAE nationals (Emiratis); born 1980-1990 (aged 20 to 30 in 2010);
both genders; adults and university students who are working or studying in engineering and business administration fields. This sample
was selected due to several reasons. Although Gen Y encompasses people born 1980-1999, those born after 1991 would be younger than 20
years (in 2010) and their conceptions of work expectations are likely to be less mature than those who are about to enter the workforce.
Engineering and business fields were selected because the services/industry sectors in both countries have the highest concentration of
workforce [2]. Females were included since increasing career opportunities for women meant that they would play a larger role in the
workforce.
The final sample size was 91 respondents (Saudis n=26; Emiratis n=65) which may be considered small but this is a pilot study to assess
the feasibility of this research area, test the instruments, and identify possible deficiencies in protocols prior to conducting the main
research. Saudi respondents formed a smaller proportion in the total sample due to limited access to KSA. As the research team was based
in Abu Dhabi, a collaborator was used to negotiate for access to participants from a large company in Saudi Arabia. However, the same
research team collected data from both sites.
3.2. Data Collection and Ethical Issues
Ethical issues of confidentiality, informed consent and participant protection were handled by deleting compromising details and replacing
actual names with codes/pseudonyms in data processing and publication; explaining to participants the topic being researched and what was
expected of them before taking part in the project; and participants were assured that they could withdraw from the study at any time,
without penalty. The pre-data collection activities were the identification and recruitment of participants; initial contact with interview
participants to confirm interview venue and time; training sessions for the research team on interview protocol. The data collection
procedures included obtaining participant consent and the audio recording of interviews. Post-data collection procedures involved verifying
that consent forms were signed and confirmation of final dataset sizes (Table 8).

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Table 8. Final datasets

Saudi Dataset

Usable

Discarded

Total

Paper-based survey returns

16

18

Phone/online interviews

10

10

26

28

Paper-based survey returns

30

36

Face-to-face interviews

30

31

Focus group interviews*

Sub-total

65

72

Final dataset

91

Sub-total
Emirati Dataset

*5 focus group interviews with 3 respondents per group. N=15 Emirati and
expatriate respondents. Dataset used here includes 5 Emirati respondents and
excludes the expatriate respondents.

3.3. Instruments and Analyses

A survey questionnaire (Survey Questionnaire A) and an interview questionnaire (Interview Questionnaire B-1, B-2) were used. While the
Questionnaires A and B-1 were self-administered paper-based surveys (i.e. participants completed the printed questionnaires on their own),
B-2 was administered via interviews. Interviews (using Questionnaire B-2) were used to follow up and elicit elaborations on responses
provided in Questionnaire B-1 that had been completed earlier by participants. Both individual and focus group interviews were conducted
as each mode has its strengths and weaknesses. Moreover, the mixed-methods design enabled method triangulation. When the same
questions were asked in both surveys and interviews, it compensated for the weaknesses inherent in the use of any single method, thereby
enhancing the validity of the results. While the entire questionnaires covered wider aspects, a subset of findings is presented here on work
motivators, perceptions of inter-generational differences in work ethics, and suggestions on strategies for recruitment and retention of Gen
Y. The questions (closed and open-ended) provided quantitative and qualitative data that were statistically and interpretively analyzed
respectively. Given the small sample, the results are presented as descriptive statistics.
3.4. Constructs and Measures
Work motivators are the internal and external factors affecting choice of jobs, productivity and work behavior. Table 9 provides an
overview of the construct and questions that measures the construct. Twenge et al.s [1] model was used to measure the importance of work
motivators on five dimensions: Extrinsic; Intrinsic; Leisure; Social/Affiliation; Altruistic (section 2.5). Work ethics are the criteria set by
individuals for ethical or moral decisions that influence vocational decision-making behavior [33]. In the context of KSA and UAE that are
Muslim societies, the Islamic work ethic (IWE) concept regards dedication to work as a virtue, emphasizes cooperation in work and
formation of social relations for establishing equilibrium in personal/social lives [34-35]. From the IWE perspective, life without work has
no meaning and engagement in economic activities is an obligation [35, p.153]. Hence, work is vital to meet ones responsibilities and for
life fulfillment.
In this study, perceptions of inter-generational differences in work ethics were measured by two questions: Q.15 Do you think your age
group is similar or different from older people in your attitude towards work or work ethic ( ?) Q.16 In your opinion, who
has the better work ethic? The respondents views could indicate the presence and extent of generation gap with their work supervisors
who would mainly be Gen X/Baby Boomers. Hence, perceptions of wide differences in work ethics/work attitudes by the Gen Y
respondents could have implications for human resource managers in facilitating inter-generational knowledge transfer as the older
generations retire from the workforce and building Gen Y organizational commitment.
Table 9. Work motivators construct and measures
Motivational dimensions

Measures as survey questions (Q17)*

Extrinsic

a) Having a job with high salary, status and chances for

promotion

Intrinsic

b) Having a job where I can learn new skills and be creative

Leisure

c) Having a job that leaves a lot of time for other things in my

life

Social/Affiliation

d) Having a job where I can meet a lot of people

Altruistic

e) Having a job where I can help society directly

*Q.17 To what extent are the following aspects about your job important to you personally on a
scale of 5-1(One of the Most Important) -1 (Dont Know)?

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4.

Results and discussion

4.1. Respondent Profiles

The respondents were Saudis (29%) and Emiratis (71%) and most were male, single and employed (Table 10). The two groups differed
more in age, qualifications, income and living arrangement. The Saudis were slightly older (25-30 years), with higher qualifications (77%
bachelors degree) while the Emiratis were in their early 20s and included university students. Most Saudis declared a lower average
monthly income (below USD 5,333) and were more likely to live alone (38%) compared to Emiratis.
Table 10. Profile of respondents: Saudis and Emiratis
Demographics*

Saudi

Emirati

Age range (yrs)

25-30

69% (18)

29% (19)

Gender

Male

81% (21)

58% (38)

Marital status

Single

65% (17)

75% (49)

29% (26)

71% (65)

University student

48% (31)

Employed

100% (26)

45% (29)

Bachelors degree

77% (20)

31% (20)

Masters degree
Engineer

19% (5)
58% (15)

9% (6)
60% (18)

96% (25)

22% (14)

62% (16)

80% (52)

Nationality**
Occupation
Highest
qualifications
Profession@
Income & Housing
Monthly income
(AV)#
Living arrangement

Below 19,000 AED /

20,000 SAR
Living with parents /
relatives / family

Living alone
38% (10)
8% (5)
*Saudi (n=26) Emirati (n=65); **Based on n=91; @Based on employed respondents;
#
1 USD = 3.67AED (21 June 2012) = 5,172 USD / 3.75SAR (3 Aug 2011) = 5,333
USD.

4.2. Work Motivators

Respondents ranked the importance of five work motivational dimensions: Extrinsic, Intrinsic, Leisure, Social/Affiliation, and Altruistic.
Each dimension was represented by a statement, on a 5-point attitudinal scale (One of the Most Important [5] - Not Important [2], Dont
Know [1]) (Table 9). Distinct differences were found as Saudis ranked the intrinsic motivator as most important followed by extrinsic and
social/affiliation. However, Emiratis ranked the extrinsic motivator as most important followed by intrinsic and leisure. The common least
important work motivator was altruistic (Table 11).
Table 11. Most important work motivators

Work Motivators
Intrinsic
Extrinsic
Social/Affiliation
Leisure
Altruistic

Saudi
73.1%
38.5%
26.9%
23.1%
23.1%

Emirati
46.2%
63.1%
21.5%
30.8%
18.5%

Since Emiratis considered extrinsic work motivators to be more important than intrinsic, jobs that offer high salaries, status and promotion
opportunities have a crucial place in their expectations of organizations. Although Emirati Gen Ys grew up in times of social and economic
stability, with the oil-based economy funding the countrys extensive social programs, the recent inflationary pressures would have
financially impacted all residents in the country including Emiratis, and could have driven this emphasis on material rewards.
In contrast, Saudi respondents valued intrinsic motivators most and were most motivated by jobs that are interesting and challenging, offer
variety and career development to help them reach their full potential. This difference in ranking could be due to demographic differences
in the sample: most of the Saudis were older (late 20s), with more work experience and higher qualifications (Table 10). At this stage, their
vocational concerns would have extended beyond simply gaining monetary remuneration to professional growth opportunities. Although
extrinsic motivators were also important, Saudi respondents explained that the tangible rewards associated with having a job with high
salary, status and promotion were not desired for their own sake or to meet egocentric needs but as a means to achieve some form of greater
good: "A job with high salary will help me in other aspects of my life like helping others and continuing my education" (Respondent #3).
This view is strongly reflective of the Islamic work ethic concept where work is valued as a means to meet ones responsibilities, foster
personal growth, self-respect and self-fulfillment.

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The leisure work motivator (jobs that leave a lot of time for other things in life) was more important to Emiratis than the Saudis. The desire
for rewards that enable a work-life balance could be a consequence of Emiratization where nationals have been privileged by shorter
flexible work hours. It could also be due to the Emiratis higher average monthly income supporting a more conspicuous consumptionoriented lifestyle, and greater availability of recreation opportunities in the UAE compared to KSA. This study had supported findings from
the literature that intrinsic and extrinsic work motivators were the main factors influencing vocational decisions (Table 12). However,
differences in age, work experience and socio-economic conditions may impact the priority placed on work motivators. Hence,
demographic and environmental factors should be considered in understanding the Gen Y work expectations.
Table 12. Important work motivators ranked: Comparison of results with literature

Montana &
Lenaghan [29]
Extrinsic
Social-Affiliation
Intrinsic

Treuren &
Anderson [28]
Intrinsic
Extrinsic
Leisure

Abdulla et al.
[31]
Extrinsic
Intrinsic
Social-Affiliation

Shatat et al.
[30]
Intrinsic
Leisure
Extrinsic

Saudi
respondents
Intrinsic
Extrinsic
Social-Affiliation
Leisure
Altruistic

Emirati
respondents
Extrinsic
Intrinsic
Leisure
Social-Affiliation
Altruistic

4.3. Work Ethics

In conjunction with work motivators, this study examined perceptions of inter-generational differences in work ethics. Respondents
compared and judged their attitudes towards work against older generations. Most Saudi respondents (46%) believed that their own age
group (Gen Y) had very different attitude towards work from older people whereas most Emiratis (45%) held the opposite view that their
generations attitude towards work was somewhat similar to older people (Table 13). While Saudis (73%) took the neutral position that
neither young nor older people have a better or worse work ethic, Emiratis (48%) believed that older people have better work ethics.
Table 13. Inter-generational differences in work ethics

Q15. Do you think your age group is similar or different from

older people in your attitude towards work or work ethic?
Saudi
Emirati
Very Similar
0%
12%
Somewhat Similar
23%
45%
Somewhat Different
31%
35%
Very Different
46%
6%
Dont know
0%
2%
Q16. In your opinion, who has the better work ethic?
Saudi
Emirati
Young people
12%
8%
Older people
4%
48%
Neither better/
73%
32%
worse, just different
Dont know
12%
12%

US
4%
12%
22%
58%
5%
US
3%
74%
16%
7%

The Saudi respondents perception of a large generation gap with older people (Gen X/Baby Boomers) in terms of work ethics is similar to
the US Gen Y [36] but differed from the Emirati results which could be due to age and work experience factors. Yousef [35] found that the
IWE was stronger in older employees (above 30 years) with more work experience (above 10 years). As most Saudi respondents were older
than the Emiratis and employed rather than university students, their perceptions could be more authentic and rooted in multigenerational
workplace experiences. Most Emirati respondents judged the older generations to have better work ethics. This could reflect the cultural
belief that the respect a person enjoys depends primarily on his status and age. Moreover, this view could be an ideal held by the Emirati
respondents who were students with no or limited work experience. It should be noted that the Saudi Gen Ys non-judgmental view does
not imply disrespect for older people but highlighted the belief that it is vital to not only treat the elderly with great respect but also refrain
from judgment.
In conclusion, this study found distinct differences in the work motivators regarded as important by Saudi and Emirati Gen Y. While the
Saudis valued intrinsic motivators most, extrinsic rewards were more important in the Emiratis vocational decisions. Also, the Saudi Gen
Y perceived a larger generation gap with older people that could be due their experience working with multi-generational colleagues.
These findings provided a better understanding of Saudi and Emirati Gen Y work motivators that could help companies to structure jobs,
work conditions, benefits, and personnel management policies that are attractive to the young citizens of KSA and UAE. The next section
presents recommendations for the effective recruitment and retention of Gen Y, explains the limitations of this study and offers future
research directions.

Work Motivators of Saudi and Emirati Generation Y: A Pilot Study

193

Internat ional Jour nal of Economy, Mana ge ment and Social Sciences , 2(5) May 2013

5.

Conclusion and recommendations

5.1. Recommendations for Recruitment and Retention

In the interviews, respondents were asked to suggest strategies that employers could adopt for recruitment and retention of Gen Y workers.
The main themes that emerged from the suggestions were largely consistent with the findings that extrinsic and intrinsic work motivators
were most important. While the extrinsic motivator is a factor in both recruitment and retention, the intrinsic motivator seems to gain
importance in retention. Human resource managers should note the variations in strategies suggested by Saudi and Emirati respondents. For
instance, the Saudi respondents preferred greater transparency and participation in decision-making processes before committing to an
organization (Tables 14-15).
Table 14. Recruitment and retention suggestions: Saudi respondents
Work
Motivators

Saudi respondents
Recruitment

Retention

Intrinsic

Recognition for work

Career development opportunities
Involvement in decision-making
Transparency
Clear directions

Recognition for work

Career development opportunities Overseas
job postings
Challenging work

Extrinsic

Higher salaries, better incentives

Higher salaries, long term benefits

Social/Affiliation

None provided

Building social ties in organizational

departments & with larger community

Table 15. Recruitment and retention suggestions: Emirati respondents

Work
Motivators

Emirati respondents
Recruitment

Retention

Extrinsic

Higher salary, promotion,

organizational stability

Salary increment, bonus, promotion

Intrinsic

Supportive socio-emotional work

environment
Flexible work hours
Opportunities for professional
development

Supportive socio-emotional work environment

Flexible work hours
Training for professional development
Recognition for work
Good work facilities, latest equipment, systems
& technologies
Challenging work

Leisure

Creative space & independence

None provided

This study offers the following recommendations for the effective recruitment and retention of Gen Y in KSA and UAE:
offer competitive salaries and benefits so that future/current employees would feel financially secure and meet their need for extrinsic
work motivators.
provide supportive work environments and conditions so that Gen Y employees would feel that they are part of work teams that offer
socio-emotional support and professional recognition. Also, their work efficiency and productivity could be improved with better
physical work facilities and equipment.
offer professional training programs so that employees would feel that they are benefiting from working in the company, increasing
their employability through learning new skills and there is organizational investment in their career development.
allow less direct supervision so that Gen Y employees would have opportunities to bear greater responsibilities and prove themselves.
This would fulfill their need for challenging work that provides intrinsic satisfaction.
5.2. Limitation of Study and Future Research Directions
To further understand the recruitment and retention issues specific to young Gen Y nationals in KSA and UAE, this study compared the
work motivators of Saudi and Emirati Gen Y. The main limitation of this research is the qualitative methodological design of this smallscale study. This study acknowledges that the small sample (n=91) may not reflect the typical or whole Gen Y cohort in the countries and
the findings are not generalizable to wider populations. However, implications for managerial practices derived may be extrapolated for
organizational applications. These limitations do not detract from the value of the findings as they indicate several avenues for future
research.
Since this study had shown the feasibility of this research area, future researchers could expand on this study to include Qatar and Oman
that also practice labour nationalization policies and face similar challenges in motivating national participation in the workforce. Finally, a
comparative study could be done on work motivators of male and female Gen Y. As more females enter the KSA and UAE workforce,
results from such a study could reveal different patterns in work motivators between genders that could inform better HRM practices in the
GCC and contribute to the success of labour nationalization policies.

Hwee Ling Lim

194

Inter nat ional Journal of Economy, Manage ment and So cial Scie nces, 2(5) May 2013

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