https://journals.hbmsu.ac.ae/index.php/IJSE/issue/feed 2022-12-08T11:47:00+00:00 Zafar Imam Khan [email protected] Open Journal Systems <p>The<strong> International Journal in Service Excellence</strong> is a refereed journal published by Hamdan Bin Mohammed Smart University and is published twice a year.&nbsp; The mission of the journal is to be the leading outlet for the best research in e-solutions in business, management, services, tourism, hospitality, and catering. It is dedicated to the creation and dissemination of cutting-edge knowledge about the issues of great strategic relevance facing the service industries in various sectors. The journal encourages communication and the sharing of experience and expertise between academics and practitioners. Articles reflect a mix of theoretical frameworks blended with experiences, best practices, and case studies, to ensure practical implications based on sound intellectual and theoretical rigor.</p> https://journals.hbmsu.ac.ae/index.php/IJSE/article/view/35 2022-12-08T11:47:00+00:00 Noura Al Yafei [email protected]

<p>The smart city concept has already been widely adopted in several developing and developed countries. In the UAE, the national government is working towards the realization of the smart city vision, thus the reason why several government departments have drafted plans and strategies to successfully build more smart city projects. In this study, the main emphasis lies on how data management is integral in the transition to a digital government in smart cities in the UAE.</p>

2022-12-08T07:50:55+00:00 Copyright (c) 2022 The International Journal of Service Excellence https://journals.hbmsu.ac.ae/index.php/IJSE/article/view/37 2022-12-08T11:47:00+00:00 Fatima Alqasemi [email protected]

<p>&nbsp;</p> <table width="629"> <tbody> <tr> <td width="629"> <p><strong>Abstract </strong></p> <p><strong>AIM The aim of this study was to </strong><strong>compile the traditional and modern action types and to identify the gap of whether UAE organizations offer them to their employees.</strong></p> <p><strong>BACKGROUND There is a </strong><strong>lack</strong><strong> of research on </strong><strong>the traditional and modern development action types implemented </strong><strong>in the United Arab Emirates. </strong></p> <p><strong>METHOD Data were collected from </strong><strong>29</strong> <strong>employees in the UAE</strong><strong>. </strong></p> <p><strong>RESULTS Findings support </strong><strong>that both traditional and modern development action types are implemented in organizations in the UAE. However, not all development methodologies are utilized, and an organization from another differs. </strong></p> <p><strong>CONCLUSION The study calls for further investigation on the</strong><strong> reason behind selecting the types of development and how does it impact employees learning.</strong></p> <p><strong>KEY WORDS </strong><strong>Traditional</strong><strong> – </strong><strong>Modern - Development</strong></p> </td> </tr> </tbody> </table> <p>The selected research topic is on the diverse traditional and modern development action types that employees can partake in to enhance their skills and competencies. Researching across employees working in different companies in the UAE to assess what is actually applied. For the past few years, I have worked in the field of talent development and have specialized in it. Also, I have researched articles related to the implementation of developmental opportunities and methods used.&nbsp; However, I could not find research that has all the activities for development, its definition, outcome and details, that identifies the development methodologies applied in the UAE. This includes trainings, rotation, mentorship, shadowing and many more. In addition, to specifying the modern 21^st century tools utilized towards learning such as podcasts, webinars, and so forth. These are commonly embedded in the development plans of employees. Therefore, organizations and employees should have an understanding on each, when to use it and when it will be beneficial towards enhancing the skillset required. By providing detailed research inclusive of what is being implemented in the UAE, organizations can explore what is missing and start initiating it to their employees. Therefore, highlighting what they are currently offering, and what to focus on in the future.</p> <p>Although companies offer development activities to their employees, do they offer both traditional and modern tools to their employees. Also, employees might not be getting a brief and explanation on each. Think about how many employees finalized a development activity without understanding its purpose, or without reflecting on other possible methods that could have resulted in a better outcome. In addition, to the importance in understanding the benefits each will have upon completion. For example, for an employee that requires industry knowledge on a certain niche area, we have to first look into what development action will suffice in acquiring this knowledge. Will sending him to a training suffice or mentoring with a senior expert in the field be better? Moreover, are employees aware of the modern learning tools that they can partake in and squeeze into their busy schedule. Awareness is required in this field to integrate and incorporate the diverse development opportunities.</p> <p>While researchers have mentioned the development types briefly in their articles, none have specified the development tools utilized in the UAE, and comprehensively looked into all. Also, none have combined them and differentiated between them, as well as included both the old with the new. Consequently, this will be a reference for everyone to look into. In addition, to study what development action types are applied in organizations in the UAE toward employee development, filling the current gap. Besides, throughout the years more and more development opportunities and actions will be generated and the research can be advanced later on.</p> <p>&nbsp;</p>

2022-12-08T07:52:18+00:00 Copyright (c) 2022 The International Journal of Service Excellence