The Influence of HRM Practices Dimensions on Job Commitment of Culturally Diverse Employees in UAE Multinational Companies

This study examines how Human Resource Management (HRM) practices influence the job commitment of culturally diverse employees in multinational companies (MNCs) operating in the United Arab Emirates (UAE). As over 85% of the UAE’s workforce comprises expatriates, understanding what drives their commitment is essential for improving retention and performance in such a multicultural labor environment. This research investigates six HRM dimensions—recruitment, selection and retention; training and development; performance appraisal; pay and benefits; teamwork; and employment security—and their relationship with job commitment. Grounded in the Resource-Based View (RBV), Human Capital Theory (HCT), and Social Exchange Theory (SET), the study employs a quantitative approach using proportionate stratified random sampling. Data were collected from 361 employees across four prominent UAE-based MNCs. The research instrument was tested for reliability and validity, and statistical analyses were conducted using SPSS, including descriptive, correlation, and multiple regression techniques. Findings reveal that pay and benefits, teamwork, performance appraisal, and recruitment and retention significantly and positively affect job commitment. In contrast, training and development and employment security did not show a statistically significant influence. The model explained 63.9% of the variance in job commitment (R² = 0.639). These results highlight the importance of culturally responsive and performance-linked HRM strategies in enhancing employee commitment, especially within temporary and expatriate-heavy workforces. The study contributes to the academic understanding of HRM in non-Western, multicultural settings and offers practical insights for UAE-based MNCs seeking to improve employee loyalty, satisfaction, and retention