Employee social sustainability: Prioritizing dimensions in the UAE’s airlines industry

Abstract

Purpose This paper aims to identify and prioritize the dimensions that impact employee social sustainability in the airline industry in the United Arab Emirates (UAE).

Design/methodology/approach The five main criteria (employee well-being, communication, management support, reward and control system and training) and 18 sub-criteria were identified from the literature. The sample comprised four experts covering the HR, finance and training functions from a major UAE airline organization. Applying the analytical-hierarchy-process (AHP) methodology resulted in obtaining priority weights for the factors assigned to employee-social-sustainability implementation.

Findings Management support was found to have the highest priority among the study dimensions impacting employee social sustainability. Surprisingly, reward system was found to be the least important dimension.

Research limitations/implications The study was carried out on a single airline organization, limiting the generalizability of the findings. Future studies should be extended to cater to different organizational contexts and varying operational conditions.

Practical implications The findings should be of value to human resource management and policymakers in developing countries, such as the UAE, where employee social sustainability should be sought as a means to develop an efficient and sustainable workforce in different industrial sectors.

Originality/value This study is among the few pioneering studies that focus on employee social sustainability. The use of AHP to prioritize employee-social-sustainability dimensions is also considered pioneering within the field and is anticipated to support future studies, and a deeper understanding, of employee social sustainability.