<?xml version="1.0" encoding="ISO-8859-1"?><article xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance">
<front>
<journal-meta>
<journal-id>2218-3620</journal-id>
<journal-title><![CDATA[Revista Universidad y Sociedad]]></journal-title>
<abbrev-journal-title><![CDATA[Universidad y Sociedad]]></abbrev-journal-title>
<issn>2218-3620</issn>
<publisher>
<publisher-name><![CDATA[Editorial "Universo Sur"]]></publisher-name>
</publisher>
</journal-meta>
<article-meta>
<article-id>S2218-36202023000300026</article-id>
<title-group>
<article-title xml:lang="en"><![CDATA[Impact of job security, career advancement and employee participation on employee engagement in oil and gas industry, UAE]]></article-title>
<article-title xml:lang="es"><![CDATA[Impacto de la seguridad laboral, el avance profesional y la participación de los empleados en el compromiso de los empleados en la industria del petróleo y el gas, EAU]]></article-title>
</title-group>
<contrib-group>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Abudaqa]]></surname>
<given-names><![CDATA[Anas]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Alzahmi]]></surname>
<given-names><![CDATA[Rashed A.]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[AlMujaini]]></surname>
<given-names><![CDATA[Hasan]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
</contrib-group>
<aff id="Af1">
<institution><![CDATA[,Universiti Sains Malaysia  ]]></institution>
<addr-line><![CDATA[ Penang]]></addr-line>
<country>Malaysia</country>
</aff>
<aff id="Af2">
<institution><![CDATA[,UAE University  ]]></institution>
<addr-line><![CDATA[ Al Ain city]]></addr-line>
<country>UAE</country>
</aff>
<pub-date pub-type="pub">
<day>00</day>
<month>06</month>
<year>2023</year>
</pub-date>
<pub-date pub-type="epub">
<day>00</day>
<month>06</month>
<year>2023</year>
</pub-date>
<volume>15</volume>
<numero>3</numero>
<fpage>26</fpage>
<lpage>36</lpage>
<copyright-statement/>
<copyright-year/>
<self-uri xlink:href="http://scielo.sld.cu/scielo.php?script=sci_arttext&amp;pid=S2218-36202023000300026&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://scielo.sld.cu/scielo.php?script=sci_abstract&amp;pid=S2218-36202023000300026&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://scielo.sld.cu/scielo.php?script=sci_pdf&amp;pid=S2218-36202023000300026&amp;lng=en&amp;nrm=iso"></self-uri><abstract abstract-type="short" xml:lang="en"><p><![CDATA[ABSTRACT The area of work on employee engagement (EE) in the field of HRM though extensive but is primarily concerned with organizational consequences. As far as we know, soft HR practices-employee engagement nexus received limited attention in the applied literature. This present study, therefore, contributes to the debate on the development of soft practices of HRM in the domain of EE. The source of data for this research was collected from 382 permanent employees offering their duties at oil and gas industry in UAE. In addition, the structured questionnaires serve as data collection tool. The dimensions of soft HRM practices (job security, career advancement and employee participation) are used as explanatory variables while EE is used as outcome variable. Using SEM-PLS, the findings of this study reveal that there is a positive and significant relationship between job security and EE stating that 1-unit increase in job security tends to increase 0.337 units of EE. Also, the findings also indicate a positive affiliation between career advancement and EE which suggests that 1-unit increase in career advancement will increase 0.453 units of EE. There is a positive association between employee participation and EE indicating that 1-unit increase in employee participation tends to increase 0.243 units of EE. The results present concrete suggestions as to how business organisations can progress and improve the engagement of employees. When suitable and appropriate soft practices of HRM are implemented for their employee&#8217;s betterment, they will feel obliged towards their firm under the norms of social exchange theory and response by displaying extra enthusiasm and dedications during their performance role. Based on the findings, this study recommends improving job security, career advancement and employee participation in order to enhance the employee engagement.]]></p></abstract>
<abstract abstract-type="short" xml:lang="es"><p><![CDATA[RESUMEN El área de trabajo sobre el compromiso de los empleados (EE) en el campo de HRM, aunque extensa, se ocupa principalmente de las consecuencias organizacionales. Hasta donde sabemos, el nexo entre las prácticas blandas de recursos humanos y el compromiso de los empleados recibió una atención limitada en la literatura aplicada. El presente estudio, por tanto, contribuye al debate sobre el desarrollo de prácticas blandas de GRH en el dominio de la EA. La fuente de datos para esta investigación se recopiló de 382 empleados permanentes que ofrecían sus funciones en la industria del petróleo y el gas en los EAU. Además, los cuestionarios estructurados sirven como herramienta de recolección de datos. Las dimensiones de las prácticas blandas de HRM (seguridad laboral, avance profesional y participación de los empleados) se utilizan como variables explicativas, mientras que EE se utiliza como variable de resultado. Usando SEM-PLS, los resultados de este estudio revelan que existe una relación positiva y significativa entre la seguridad laboral y la EE, lo que indica que el aumento de 1 unidad en la seguridad laboral tiende a aumentar 0,337 unidades de EE. Además, los hallazgos también indican una afiliación positiva entre el avance profesional y la EE, lo que sugiere que un aumento de 1 unidad en el avance profesional aumentará 0,453 unidades de EE. Existe una asociación positiva entre la participación de los empleados y EE, lo que indica que el aumento de 1 unidad en la participación de los empleados tiende a aumentar 0,243 unidades de EE. Los resultados presentan sugerencias concretas sobre cómo las organizaciones empresariales pueden progresar y mejorar el compromiso de los empleados. Cuando se implementan prácticas blandas adecuadas y apropiadas de HRM para el mejoramiento de sus empleados, se sentirán obligados hacia su empresa bajo las normas de la teoría y la respuesta del intercambio social al mostrar entusiasmo y dedicación adicionales durante su función de desempeño. Con base en los hallazgos, este estudio recomienda mejorar la seguridad laboral, el avance profesional y la participación de los empleados para mejorar el compromiso de los empleados.]]></p></abstract>
<kwd-group>
<kwd lng="en"><![CDATA[Employee Engagement]]></kwd>
<kwd lng="en"><![CDATA[Employee Participation]]></kwd>
<kwd lng="en"><![CDATA[Career Advancement]]></kwd>
<kwd lng="en"><![CDATA[Job Security]]></kwd>
<kwd lng="en"><![CDATA[Soft HRM Practices]]></kwd>
<kwd lng="es"><![CDATA[Compromiso de los empleados]]></kwd>
<kwd lng="es"><![CDATA[Participación de los empleados]]></kwd>
<kwd lng="es"><![CDATA[Promoción profesional]]></kwd>
<kwd lng="es"><![CDATA[Seguridad laboral]]></kwd>
<kwd lng="es"><![CDATA[Prácticas blandas de HRM]]></kwd>
</kwd-group>
</article-meta>
</front><back>
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