Muwafaq M. Fendi AlKubaisi and Saleh Naser Al-Noaimi
Article publication date: 2021-03-01
Vol. 39 No. 1 (yearly), pp. 31-47.


Organisational Competitiveness, HRM, Recruitment and Selection, Reward systems, Job Design, Training and Development, Oil Sector.


Purpose: This paper aims to overview Bahrain’s various H.R. and organisational behavior elements. It will help participants develop effective strategies to improve their organization’s competitive position. Due to the continuous changes in the economy and society, the importance of Human Resource Management has become more significant. It is widely believed that effective H.R. practices can improve an organization’s competitive advantage. Therefore, this paper aims to identify the various factors that affect the human resource management practices of an oil sector company in Bahrain. Method: Due to the Covid 19 situation, the study collected data from around 300 (271 valid cases) employees through a random sampling method. The data were analyzed using Excel and SPSS software. Results: The study revealed that the recruitment process and other factors greatly affected its competitive advantage. Analysis showed recruitment and selection are positively and significantly related to organizational competitiveness. Also, Job design is positively and significantly related to organizational competitiveness. The overall model was highly significant with a coefficient of determination over 0.76. Conclusion: The objective of this study was to identify the various strategies and programs that H.R. leaders can implement to help their firms gain long-term competitive advantages. The study focused on the H.R. strategies of Bahrain’s oil and gas industry. It revealed that employees should be encouraged to behave more intelligent. The researchers noted that the H.R. professionals of large companies could gain this benefit by performing their duties effectively.