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Human Resource Management (Arabic/English)

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Human Resource Management (Arabic/English)

Credential: Bachelor Degree
Duration: 4 Years
Credit Hours: 129
Tuition Fee: AED 935 per credit hour (see detailed fee structure here)
Class Timings: Evening and Weekend
Medium of Instruction: Arabic with 8 courses in English

Program Mission

The Bachelor’s degree in Business Administration is to provide students with the skills, knowledge, and abilities required to prepare them to be active and responsible leaders and managers to engage in the modern workforce and anywhere in the world. This program prepares graduates to work in various types of jobs in the business sector and other sectors of the state, as well as qualify them to complete postgraduate studies. The program focuses on developing the skills of the best use of human resources available at the organizational, corporate, state, decision-making and problem-solving levels, promoting ethical values, social responsibility, and achieving success in societies with different cultures.

Degree Requirements

Degree Requirements – HRMA 
Component Courses Credit Hours
General Education Courses 11 33
Core Courses 15 45
Major Mandatory Courses 14 42
Major Elective Courses 3 9
Internship 1 0
Total 44 129

Study Plan

Download Study Plan
Human Resource Management


First Year / First Semester

Sr. No. Course Code Course No. Course Name Pre-requisite C.H.
1 ACS 101 Communication Skills in Arabic None 3
2 MGTA 101 Introduction to Business None 3
3 ENGA 101 English I None 3
4 MTHA 101 College Mathematics None 3


First Year / Second Semester

Sr. No. Course Code Course No. Course Name Pre-requisite C.H.
1 SSSA 101 Study Skills None 3
2 ENGA 102 English II ENGA 101 3
3 SCI 101 Science and Life None 3
4 ACCE 101 Principles of Accounting ENGA 102 3
5 CISA 101 Applications of Information Technology  None 3


Second Year / Third Semester

Sr. No. Course Code Course No. Course Name Pre-requisite C.H.
1 ECOA 201 Principles of Microeconomics MGTA 101 3
2 STATE 102 Business Statistics MTHA 101,

CISA 101,

ENGA 102

3 HRMA 201 Human Resource Management MGTA 101 3
4 ISLA 201 Islamic Studies None 3
5 MGTA 201 Organizational Behavior MGTA 101 3


Second Year / Fourth Semester

Sr. No. Course Code Course No. Course Name Pre-requisite C.H.
1 RES 201 Business Research Methods CISA 101,


2 ACCA 202 Intermediate Financial Accounting ACCE 101 3
3 ECOA 202 Principles of Macroeconomics ECOA 201 3
4 ENVA 201 Introduction to Environmental Science None 3
5 UAEA 201 UAE Studies None 3


Third Year / Fifth Semester

Sr. No. Course Code Course No. Course Name Pre-requisite C.H.
1 MKTA 302 Principles of Marketing MGTA 101 3
2 HRMA 311 Human Recourse Training and Development HRMA 201 3
3 MGT 310 Innovation and Entrepreneurship ECOA 201 3
4 FINA 301 Financial Management ECOA 201 3
5 SYSE 303 Management Information Systems  ENGA 102,

CISA 101

6 HRMA 301 Planning in Human Resource Management HRMA 201 3


Third Year / Sixth Semester

Sr. No. Course Code Course No. Course Name Pre-requisite C.H.
1 HRMA 302 Jobs Analysis and Design HRMA 201 3
2 HRME 322 Career Planning HRMA 201,

ENGA 102,

HRMA 311

3 MGTA 304 International Business ECOA 201,

MKTA 302

4 HRMA 351 Occupational Health and Safety Management HRMA 201 3
5 HRMA 310 Selection and Placement Management HRMA 201 3
6 MGTA 307 Business Ethics (Elective) MGTA 201 3
HRMA 355 Negotiation Skills and Conflicts Management (Elective) ACS 101 3
MGTA 352 Human Relations (Elective) MGTA 201 3
MGTA 301 Administrative Communications (Elective) ACS 101 3


Fourth Year / Seventh Semester

Sr. No. Course Code Course No. Course Name Pre-requisite C.H.
1 HRMA 400 Free Course None 3
2 LAW 401 Labor Law HRMA 201 3
3 MGTA 401 Strategic Management  MGTA 201 3
4 HRME 402 International Human Resource Management HRMA 201,

MGTA 304,

ENGA 102

5 HRMA 403 Performance and Compensation Management HRMA 201 3
6 HRMA 404 Talent Management HRMA 311,

HRMA 310



Fourth Year / Eighth Semester

Sr. No. Course Code Course No. Course Name Pre-requisite C.H.
1 MGTA  402 Operations Management STATE 102,

ECOA 201,

SYSE 303

2 HRME 410 Contemporary Issues in Human Resource Management HRMA 201,

ENGA 102

3 HRMA 449 Strategic Human Resource Management  HRMA 201,

MGTA 401

4 HRMA 494 Field Training After completing 90 Credit Hours 3
5 HRMA 499 Graduation Project After completing 90 Credit Hours

HRMA 201,

RES 201,

STATE 102,

SYSE 303




  • The student can complete the program with less than 4 years, by registering in Summer Sessions.
  • The student must choose the specialization courses from the group of courses listed in the study plan.
  • The student can register in the field training course after 3rd year and completing 90 credit hours.
  • The student must complete the Graduation Project successfully in order to be eligible to graduate from the program.
  • The student can take only 2 elective courses.

Course Description

General Courses
Computer Fundamentals • CIS 101  Prerequisite: None
This course provides students with exposure to basic personal computer operating skills and commonly used software. It includes introducing a word processor and its practical use, worksheets, databases, presentations, network and Internet programs.
English 1 • ENG 101 Prerequisite: None
This course is designed to teach undergraduate students how to read academic texts with understanding, and how to use them in a variety of disciplines. The prescribed literary rhetoric classes teach students critical reading, re-expression, summarizing and quoting, writing, synthesis, analysis and research, and the course volume includes a clear balance between articles published in periodicals and works written by well-known scholars in the fields of science, social sciences and humanities.
English 2 • ENG 102 Prerequisite :ENG 101
This course provides a basic introduction to fiction, non-fiction literature, poetry, as well as theater, which helps the student to develop his creative skills in these areas. Each literary style is independent and includes integrated works as examples with helpful advice on how to benefit from the range of technologies used. The method used here is simple and not rigid, but it is practical and positive.
Environmental science • ENV 201 Prerequisite: None
A multidisciplinary course that emphasizes the importance of the history of interest in the environment, the interaction of species (whether with each other or with their environment), air, water, soil, biological resources, population dynamics, toxicology, energy sources, land use management, and other related topics. The basic principles of science are also incorporated into the subject classes.
Critical Thinking • HUM 101 Prerequisite: None
This course examines the process of critical thinking and helps students to think more clearly, insightfully, and effectively. Relevant examples drawn from students’ experiences and contemporary situations help students develop their ability to solve problems, analyze issues, and make informed decisions in their academic, professional, and personal lives. This course includes objective readings, codified writing assignments, and ongoing discussions aimed at helping students develop language skills while at the same time enhancing complex thinking skills.
College Mathematics • MTH 101 Prerequisite: None
This course provides a sound and intuitive understanding of the basic concepts students need while pursuing their careers in business, economics, as well as the social and life sciences. It also includes a brief review of functions, graphs, algebra, equations and inequalities, exponential and logarithmic functions, linear and nonlinear equations, diagrams of conic sections, in addition to calculating the calculus with one variable, which includes: limits, derivatives, applications of derivatives as well as finite and non-integrals Some applications are limited.
Islamic Studies • REL 201 Prerequisite: None
The Islamic Studies course introduces Islam in a way that enables students to relate it to their lives and to society at large. The pillars of faith and Islam are taught to explain what Islam represents as a code of life. Explaining the culture of Islam in detail in a comparative manner with other cultures. The course begins with the fundamentals of Islam and its main teachings through a modern view that connects it to the contemporary world and its challenges. It also shows the great role of Islamic civilization on humanity. The teaching of this course aims to provide solutions to existing problems in the light of Islam.
Introduction to Sociology • SOC101 Prerequisite: None
This course is an introduction to the study of people and their interactions with each other and with their environment as well as with various social groups. The course allows students to develop their awareness of the relationships between individuals’ beliefs, attitudes, and behaviors, as well as their society and culture. Students also learn how to apply social concepts to current issues affecting individuals, modern society, and the international community.
Study Skills • SSS 101 Prerequisite: None
This course provides the student with the learning skills necessary to succeed in university studies, and it also gives the student skills that he can use in his personal and professional life. Students also learn many techniques that can be used in the areas of communication, research practices, teamwork, computers, creativity, critical thinking, presentation skills, and knowledge in general.
UAE Studies • UAE 201     Prerequisite: None
This course presents how the UAE society was founded with a focus on historical, social, economic, political, and cultural aspects.
Innovation and Entrepreneurship • BUS 204 Prerequisite: BUS 101, ECO 201
In this course, students are exposed to the main theories and research on entrepreneurship and innovation, and then experiment with applying them to a broader and contemporary context. This includes public and corporate services, emerging technologies and economies, sustainability and development, value creation and leveraging entrepreneurship and innovation. Readings, case studies, and discussions help organize the course material with a clear and fundamental link between entrepreneurship and innovation. At the end of the course, students develop a comprehensive work project.


Core and Specialization Courses
ACCE 101: Principles of Accounting  Prerequisite: ENGA 102
 The significance of accounting and the challenges it presents. Extensive coverage and review of major concepts followed by practical exercises.
ACCA 202: Intermediate Financial Accounting   Prerequisite: ACCE 101
This course presents the definition and framework of financial accounting and the concepts of cash money, debtors, notes receivable, long-term investments, accounts payable, equities and changes and analysis of the financial position.
MGTA 101: Introduction to Business Administration  Prerequisite: None
This course provides an overview of the main administrative functions with a special emphasis on planning, organization, leadership and control.
STATE 102: Business Statistics  Prerequisite: CISA 101, ENGA 102, MTHA 101
Business Statistics is the science of collecting, organizing, and summarizing data to provide information, stated in numerical form, for the purpose of making objective business decisions. Topics include methods of sampling, classifying, analyzing, and presenting numerical data; frequency distribution, averages, dispersion, times series analysis, correlation, and forecasting for business purposes.
MGTA 201: Organizational Behavior  Prerequisite: MGT 101
This course introduces various approaches and means which familiarize students on how to effectively manage staff and lead people. The course focuses on the managers’ attention to the human aspect as well as the technical and technological aspects.
RES 201: Business Research Methods   Prerequisite: CISA 101, STATE 102
This course covers scientific research and its theory in business administration and information systems. It also discusses the proposed strategy, process and problem of the scientific research by collecting, analyzing and coding data and developing a research report for the private and public sectors.
MGTA 401: Strategic Management Prerequisite: MGTA 201
This course defines the organization and presents its most important features and objectives as well as the development of its modern theories and concepts. In addition, this course explains the strategic concept of managing the business policies related to planning and organization in the commercial organizations as well as scheduling and calculating production requirements, project management, total quality assurance, planning of productive capacity and modern production systems.
MGTA 301: Administrative Communications (Elective) Prerequisite: ACS 101
This course focuses on developing the student’s skills in preparing and writing a variety of letters and reports while adopting sound scientific approaches. This course explains the concept, nature, components, types, elements, models and features of effective communication in addition to the significance of introducing the most recent technologies in the communication process.
MGTA 307: Business Ethics (Elective) Prerequisite MGTA 101
This course discusses the importance of ethics in businesses and the responsibility of both the individual and the organization. In addition, it illustrates the significance of developing a strategy for dealing with ethical issues in terms of rights and duties between the company and its staff, suppliers and clients. The course also stresses that the organization should only deal with the institutions which adhere to ethical standards in businesses. This course also reviews the various traditional theories in ethics, how they are applied to businesses and the problems encountered in this respect. It presents applied examples and cases and how to deal with them in the various commercial sectors.
ECOA 201: Principles of Economics  Prerequisite: MGTA 101
This course focuses on the behavior of the individual and the organization, their available options and market balance. In addition, it discusses supply and demand, benefit, costs of production and competition. It also explains the microeconomic theory, trade markets, costs of production, prices and auxiliary tools such as statistics and tables.
ECOA 202: Principles of Macroeconomics  Prerequisite: ECOA 201
This course primarily presents the proper analytic tools for understanding the macroeconomic theory and analyzing the national economy and its relation with the international economy. In addition, it focuses on analyzing economic growth, unemployment, inflation, national income, balance of commodities and services, balance in capital markets, surplus, deficit and ‎balance of payments.
MGT 310: Innovation and Entrepreneurship Prerequisite: ECOA 201
In this course, students explore the key theories and research on entrepreneurship and innovation, and then examine their application in the broader and contemporary context. This includes corporate and public services, emerging technologies and economies, sustainability and development, and creating and capturing value from entrepreneurship and innovation. Readings, case studies, and discussions help organize the course material with clear and essential links between entrepreneurship and innovation. Finally, students will develop a comprehensive business plan.
FINA 301: Financial Management  Prerequisite: ECOA 201
The course focuses on the basic concepts in the field of financial management and explains the main functions of the Financial Controller, what does this position mean in the organizational structure, what are the responsibilities and activities through the cash flow list, budget, current value of money, revenue, risk, management of current assets and capital budget.
SYSE 303: Management Information Systems Prerequisite: CISA 101, ENGA 102
The course provides an overview of Management Information Systems (MIS) in business. It provides students with a framework for the uses information technology in business. Topics include MIS concepts, software, databases, information systems (IS), the strategic use of IS, the development of IS, and social and ethical issues associated with MIS.
MGTA 304: International Business Management  Prerequisite: ECOA 201, MKT 302
This course focuses on the concept of managing international business and trade and analyzing the environments of international commercial business, international financial policy, import and export, specialized functional strategies (international human resources, international finance, international trade activities, international marketing and research and development) and the general tendency of managing international business.
MGTA 402: Operations Management  Prerequisite: STATE 102, ECOA 201, SYSE 303
This course covers the techniques used to perform the function of operations, product development, production arrangement, planning for material needs, and an effective manufacturing system in the private sector and some of it in the public sector.
MKTA 302: Principles of Marketing  Prerequisite: MGTA 101
This course focuses on the strategic relation between the organization and its clients, means of maintaining customers’ satisfaction by studying their behavior, needs as individuals and organizations as well as studying the environmental factors which affect the marketing decision such as pricing, promotion, distribution, product planning and development, detection of the available opportunities in the market and the development of marketing strategies and programs.
HRMA 201: Human Resource Management  Prerequisite MGTA 101
This course handles the concept and significance of Human Resource Management in the organization, the means of strategic planning of human resources, job analysis, means of attracting and selecting staff, training, motivating and rewarding human resources, performance appraisal, career planning, empowering staff, maintaining employees’ safety and security and the significance of observing local and international labor laws.
HRMA 301: Planning in Human Resource Management  Prerequisite: HRMA 201
This course points out the significance of planning in Human Resource Management, means of the strategic planning of manpower, preparing, implementing and evaluating the strategic plans in the organization. In addition, this course focuses on the means of maintaining balance between supply and demand in manpower, securing the competencies needed by the organization, planning, designing and developing programs in the Recruitment Department, as well as selecting, hiring and managing surplus human resources.
HRMA 302: Jobs Analysis and Design  Prerequisite: HRMA 201
This course addresses the means and approaches followed in analyzing and designing jobs in public and private organizations and the sources of the required information in the analysis process of the Human Resource Management. In addition, this course focuses on the significance of authenticity in collecting information on jobs through surveys, interviews and secondary sources of information as well as their relatedness to the accurate job description and the process of attraction, selection, recruitment, design and evaluation of performance, salaries, compensations, staff’s training needs, restructure and classification of jobs.
HRMA 310: Recruitment and Selection Management  Prerequisite HRMA 201
This course focuses on the significance of strategic recruitment in Human Resource Management, the various means and approaches of attracting excellent, competent and qualified personnel and their recruitment in the suitable positions. In addition, this course outlines the significance of the accurate job description prior to recruitment in order to develop clear standards for selecting the best candidates to occupy vacancies in the organization.
HRMA 311: Human Resource Training and Development  Prerequisite: HRMA 201
This course focuses on the basic concepts of training, its means, planning and the implementation and evaluation of its programs in addition to its significance in supporting the aggregate performance of the organization as well as the individual and collective performance therein. In addition, this course sheds light on the significance of the strategic planning of the training programs in the organizations, development of the skills of their staff at all levels and the integration of the training programs with the other functions of human resources.
HRME 322: Career Planning  Prerequisite HRMA 201, HRMA 311, ENGA 102
This course focuses on the essential views of careers and career planning. The model of career management presents the active problem-solving approach to work life and how people can collect information, gain insights into themselves and their environment, and develop appropriate goals and strategies to obtain useful feedback regarding their efforts. Topics in this course include career context and stages, models, applications, occupations, job stress, and career strategic planning.
HRMA 403: Performance and Compensations Management  Prerequisite: HRMA 201
This course addresses the basic concepts of evaluating staff performance, standards of performance and its measures. Besides, this course outlines the basics of designing the system of evaluating staff performance in a manner which is integrated with the organization’s performance as well as individual and collective performance. On another plane, this course points out the basic concepts, theories, approaches and steps of managing incentives within the framework of Human Resource Management in the United Arab Emirates as well as the means of designing the various reward systems and their impact on the aggregate performance of the organization and the individual.
HRMA 351: Occupational Health and Safety Management  Prerequisite: HRMA 201
This course focuses on the significance of occupational safety programs at the workplace, precautionary measures, safety and security laws in the United Arab Emirates and the role of civil defense in maintaining a business environment characterized by safety, health and security. In addition, this course focuses on the importance of the role of employees, their awareness and understanding of the risk factors, hazardous materials and the safety of the means of transport.
HRMA 404: Talents Management Prerequisite: HRMA 310, HRMA 311
This course covers the concept and planning of human capital and talent management in the organization, and explains the different stages, processes and examples of talent management. In addition to categorizing the competencies of human capital and talent management in terms of historical development. Also discussing various talent management strategies related to the selection, development, evaluation, motivation and retention of talent. The course also deals with the analysis of talented leadership and the mechanism of its impact on talent management in terms of preparation, characteristics and building requirements. In addition to evaluating the integrated management of talent management and its infrastructure in terms of steps, effectiveness and best practices.
HRMA 449: Human Resource Management Strategies Prerequisite: MGTA 401, HRMA 201, HRMA 301
This course explains the human resource strategy, its origins and its stages of development. This course also deals with explaining the various strategies in human resources management such as recruitment, training and development strategy, performance evaluation and compensation, and clarifying the role of all of this in achieving the organization’s comprehensive strategy. In addition to analyzing the complementarity between the organization’s general strategies and human resource practices. As well as designing an integrated human resources strategy. Finally, an evaluation of contemporary challenges to managing HR strategies.
LAW 401: Labor Law Prerequisite: HRMA 201
This course focuses on the laws which organize the relation between the employers and employees in the United Arab Emirates. In addition, this course addresses the Labor Law in the United Arab Emirates and that it is mandatory for the organizations operating in this country to act in accordance with its provisions. In addition, this course focuses on the employment, training and Emiratization laws as well as the laws organizing the privacy of employees and their legal rights.
HRME 402: International Human Resource Management  Prerequisite: HRMA 201, MGTA 304, ENGA 102
This course provides the concepts, tools, and techniques that are needed to effectively manage an internationally diverse workforce. It also focuses on the roles and activities of the HR department in managing a global workforce. Students explore ways to manage the cultural and ethnic differences that occur as a result of international global diversity.
MGTA 355: Negotiation Skills and Conflicts Management (Elective) Prerequisite: ACS 101
This course addresses the concept and significance of the negotiation strategy and dispute settlement in the organization in terms of their types, reasons, stages and skills in order to reach solutions which satisfy the disputant parties. In addition, it points out the steps and methods of negotiations as well as other important issues related to negotiation. Besides, this course sets forth crisis management, its effective models, the scientific approach of dealing with crises, the basic tools and guidelines of crisis management and relevant applied examples.
MGTA 352: Human Relations (Elective) Prerequisite: MGTA 201
This course examines the importance of creating positive human relationships in the workplace and their impact on strengthening the relationship between management and workers and enhancing career and professional affiliation. This course also deals with methods of developing effective communication skills and self-confidence in dealing with others and creating a positive culture in the workplace. The role of leadership and work teams and their impact on human relations and on developing innovation and creativity among employees in organizations.
HRME 410: Contemporary Issues in Human Resource Management  Prerequisite: HRMA 201, ENGA 102
This course includes special topics in current developments within the field of human resource management, namely Empowerment and job insecurity. The first topic focuses on how to organize with shared power and bottom-up leadership to foster vision, trust, accountability, and responsibility. The second topic focuses on the current research on flexibility, job insecurity, and more intense work and the impact of these developments on individuals, their families and workplaces, and the long-term health of the economy.
HRMA 400: Free Course Prerequisite: None/undefined
The student chooses to study any course from any academic program in the college other than his/her major bearing 3 credit hours. This course should not have a prerequisite or the student should have studied the previous requirement of this course.
HRMA 494: Field Training  Prerequisite: completing 90 credit hours
This course addresses students’ training in the public and private organizations in the field of Human Resource Management as well as the academic and practical supervision during training. The student shall present reports on the nature of duties he / she performed during the training period, and the acquired skills as well as the challenges faced during the training period. The academic supervisor shall discuss these reports.
HRMA 499: Graduation Project  Prerequisite: completing 90 credit hours, HRMA 201, RES 201, STATE 102, SYSE 303
This course includes the main graduation research in the business administration program, major: Human Resource Management. It focuses on the basic concepts, theories, approaches and steps of designing the strategies of Human Resource Management as well as the means of developing the various strategies and formulating the vision, mission, values and strategic objectives. In addition, the course also stresses on the commercial and cultural business ethics, values and the study of relevant cases and applications.

Career Opportunities

Human Resource Management graduates can expect to find employment in many of the positions listed below:

  • Compensation Manager
  • Employee Communications
  • Human Capital Manager
  • Benefits Manager
  • Employee Orientation
  • Strategic HR Manager
  • Training and Development Manager
  • Recruiting and Retention Manager
  • Safety Program Manager
  • Staffing Specialist
  • Labor Relations Manager
  • HR Data Manager
  • Contract Specialist
  • Job Analyst
  • Statistical Analyst
  • Employee Welfare Manager
  • Government HR Manager

Program Tuition Fee

Application⬧Admission⬧Registration Fees ( Undergraduate Programs )
Admission Fee  AED 1,500 One-time fee submitted with application, non-refundable
Application and Admission Fee (International Students)  AED 3,000 One-time fee submitted with application, non-refundable
Registration Fee (Regular Semester) AED 500 Per semester (Summer l and Summer ll)
Registration Fee  (Summer) AED 300 Per Session, non-refundable
Tuition Fees
Dental Surgery AED 2,000 Per credit hour
Pharmacy AED 1,500 Per credit hour
BBA (FIN, HRM, MIS, MKT) AED 908 Per credit hour
Hospitality and Tourism Management AED 825 Per credit hour
B.Law and HRM (Arabic) AED 935 Per credit hour
Public Relations and Advertising AED 908 Per credit hour
Other Fees
Student Activity Fee (Regular Semester) AED 250 Per Semester
Activity Fee AED 100 Per semester (Summer l and Summer ll)
Credit Transfer Fee AED 300  
Late Registration Fee AED 200 Per Course
Computer Lab and Internet Fee (Pharmacy and Dental Surgery) AED 650 When registering in the Computer Course
Laboratory and Clinic Fee (Dental Surgery) AED 4,000

AED 6,000

1st – 3rd years 

Every Semester

4th – 5th years

Productive Lab Fee (Dental Surgery) AED 3,000 4th – 5th years
Training Fee AED 4,000 Year 5

Summer I and Summer II

Laboratory and Clinic Fee (Pharmacy) AED 2,600 Every Semester
Tutorial Fees (Pharmacy) AED 550 Student per Course (3rd and 4th Year). There are 3 courses in 3rd year and 1 course in 4th year
Training Fees (Pharmacy) for Community Pharmacy Training AED 500 Student per Course (4th Year) There are 2 courses in 4th year
Training Fees (Pharmacy) for Training in Hospital AED 500 Student per Course (4th Year) There are 2 courses in 4th year
Training Fees (Pharmacy) for Pharmaceutical Technology (Julphar) AED 1,500 Student per Course (4th Year) There is 1 courses in 4th year
Visa Deposit AED 5,000 Refundable at the time of visa cancellation and after completing one year of study at CUCA
Visa Processing Fee AED 2,000  
Add/Drop Processing Fee AED 30 For each request form
Re-test Fee (test1 , test2, midterm exam) (Undergraduate)  AED 300  
Supplementary Exam Fee (final exam)(Undergraduate) AED 1000  
Incomplete Exam Fee  AED 1,000  
Graduation Fee AED 1,250  
Transcript Fee AED 75  
ID Replacement Fee AED 50  
Diploma Replacement Fee AED 500  
Change of Major Fee AED 500  
Grade Appeal Fee AED 200  
Intensive English Program ⬧ Consists of 3 Levels
Level 1 AED 5,500 Duration is one semester (180 study hours)
Level 2 AED 4,400 Duration is one semester (135 study hours)
Level 3 AED 3,850 Duration is one semester (90 study hours)


* CUCA may charge fees for additional services and facilities as required and may increase fees at any time without prior notice.

** The mentioned fees do not include (5% VAT)

Faculty Profiles

Name: Dr. Abdelkarim Kitana

Academic Position: Deputy Head of HRM Department



Business  College  - Human Resource Management Department


PhD in Businness Management - HRM

Master Degree in HRM

Bachelor Degree in English Language

Professional Experience:

Deputy Head of HRM Department

Assistant Professor in HRM

HRM Policies and Strategies Specilaist

Teaching Areas:

Performance Management

Compensation and Total Rewards

Job Analysis and Design

Organizational Behavior

Strategic Management

Research Areas:

Career Management

Human Behavior

Strategic Management

Employee Training and Development



Reviewr in the Canadian Center of Science and Education - International Business Research

Reviewr in the  Current Journal of Applied Science and Technology

Conference Presentation:

1- Using PLS-SEM Approach to Estimate Corporate Social Responsibility And Precautionary Measures of Covid-19: Effects on Employees Commitment

2- The Effect Of Innovative Leadership on the Management of Change Process

3- Measuring Employees' Satisfaction in the United Arab Emirates Banking Sector



2- The Relationship between Work Environment into Women’s Career Development and Job Satisfaction in the United Arab Emirates: a Large Scale Sampling

3- The Impact of Social Media on Human Resource Management Scope Activities in Al-Futtaim and Al-Etihad Group UAE

4- An Exploratory Study to Identify the Impact of Leadership Styles on Achieving Institutional Excellence in the Public Sector: United Arab Emirates

5- Career Development among Entry-Level Employees: A Case Study on Employee’s in United Arab Emirates

6- Measuring Employees' Satisfaction in the United Arab Emirates Banking Sector


8- Transformational and Transactional Leadership Styles on Organisational Change in the United Arab Emirates

9- Using PLS-SEM Approach to Estimate Corporate Social Responsibility And Precautionary Measures of Covid-19: Effects on Employees Commitment

10-  An Analysis Study Of The Factors Influencing On Employee’s Decision To Leave their Workplace At UAE

Name: Dr. Tamadher Al Dabbagh

Academic Position: Assistant Professor



  • Human Resourse Management


  • PhD Business Administration, Mustansiriyah University, Iraq
  • MSc Business Administration, Baghdad University

Professional Experience:

  • Over 25 years of experience in higher education institutes (Universities and Colleges).
  • Certified Excellence Assessor Quality/Organizational Excellence Assessor from EFQM (European Foundation of Quality Management) and British Quality Foundation
  • Certified Strategic Expert from IFEAS.
  • “International register of certified auditor” – Certified Lead Auditor for ISO 9001:2008
  • Recognition of completion in Middle-Level Manager with Project Management background program from Ryerson University – Ontario, Canada, 2014.
  • Excellence in developing, implementing, and maintaining Quality Management System (QSM)
  • Higher responsibility, Accountability and Dependability.
  • Decision maker
  • Collaborative, team Player, Flexible and Innovator,
  • Knowledge and continuance learning increased ability for working with diverse cultures.
  • Senior advisor in Quality Management.
  • Specialist in Academic Program Accreditation and Quality of Higher Education.
  • Excellent skills in Admissions and Registration Application.

Teaching Areas:

  • Operations Management.
  • Strategic Management.
  • Quality Management.
  • International Business
  • Innovation and Entrepreneurship
  • Project Management.
  • Introduction to Business

Research Areas:

  • Operations Strategy.
  • Quality Management.
  • Business Administration.
  • Strategic Management



  1. 2012: Restructuring Managerial Processes, Ajman, U.A E:
  • Lead quality team in Ajman land and property operations system steering for Integration Centre, Customer Acceptance center (CAC) and CRM.
  • Implemented various tools and techniques to identify and prioritize customer needs and expectations, including voice of customers, house of quality, customer surveys.
  • Developed systems to capture customer perceptions and experience using feedback mechanisms.
  • Used customers value analyses to measures and improve satisfaction.
  1. 2012-2013: ISO 9001-2008: -
  • Prepare and design ISO manual, Ajman land and properties, U.A.E.

Conference Presentation:

  • First Virtual International Conference of Human Resource Management CUCU - Virtual 2021.
  • 4th Quality conference, Hamdan Bin Mohammad e-University 2010 , Hamdan Bin Mohammad smart University .
  • 5th Quality conference, Hamdan Bin Mohammad e-University 2010, Hamdan Bin Mohammad smart University.
  • Quality in Higher Education Dubai Quality Group /Dubai U A E 2003


  • Al-Dabbagh. T, Elbadawi. M. (2021). The impact of applying distance training strategies for human resources in an enhancing competitive priority. Arab Journal of Administration (AJA), vol. 41, Special No. pp115-140.
  • M, Al-Dabbagh. T. (2021). The role of Green Human Resource Management Practices in Supporting Social Responsibility in Governmental Services Sector at Emirate of Ajman. Arab Journal of Administration (AJA), vol. 41, no.2, pp73-94.
  • Al-Dabbagh. T, (2000(, Mass Customization Technology, Reality and Future Profile. The Economic magazine. Vol 39. Pp 77-114.
  • Al-Dabbagh. T, (1994). Product Design. Economic magazine. Vol 24. Pp 227-302
  • Al-Dabbagh. T, (1996). The relation between MRP, JIT and OPT Systems 3rd conference of Institution of Institutes, Iraq Economic magazine. Vol 29. Pp 166-192.

Name: Dr. Asaad Ali Karam

Academic Position: Assistant Professor



Faculty of Business Administration

Department Human Resource Management


  1. Ph.D. Nov 2012 - Jan 2016 Business Management (GPA 3.81)
  1. M.B.A Aug 2008 - Jun 2010 Business Administration
  1. B.Sc. Oct 2004 - Jun 2008 Administration

Professional Experience:

  1. In general, employment with 16 years of experience in different positions at the University of Duhok, and others.
  2. City University College of Ajman, UAE- Ajman, with 2 years and 5 months of experience.

Teaching Areas:

  1. Strategic Management
  2. Strategic Marketing
  3. Principles of Marketing
  4. Organizational Behavior
  5. Performance, Incentives and Compensation Management
  6. Leadership and Organizational Development

Research Areas:

Strategic Management:

  1. Business strategy
  2. Operational strategy
  3. Transformational strategy.

Strategic Marketing Management: 1. Market Penetration Strategy 2. Market Development Strategy 3. Product Development Strategy 4. Diversification Strategy.

Organizational Behavior: 1. Improving Peoples' Skills. 2. Improving Quality and Productivity. 3. Managing Workforce Diversity. 4. Empowering People. 5. Leadership Styles.

Human Resource Management:

  1. Job Satisfaction. 2. Cultural Diversity. 3. Motivation and Compensations. 4. Recruiting Strategies. 5. Training and Development.



  1. Journal of Sustainable Marketing
  2. Lecture Notes in Networks and Systems Springer Link


  1. Journal of Sustainable Marketing. 2020-01-26.
  2. International Conference on Advanced Science and Engineering (ICOASE). 2019-01-17.
  3. International Conference on Business and Technology. 2018-05-10.
  4. Telematics and Informatics. 2020-04-12.
  5. The International Conference on Business and Technology (ICBT 2021). 2019-07-01.
  6. Sustainability 2021-04-16.
  7. Journal of Business and Industrial Marketing 2021-04-10.
  8. Administrative Science Quarterly 2020-05-09.
  9. Human Resource Management Journal 2021-02-27.
  10. Asia Pacific Journal of Marketing and Logistics 2020-03-22.
  11. Journal of Business Research 2021-03-18.
  12. Journal of Management 2019-02-20.
  13. European Journal of Marketing 2019-01-23.
  14. Management Decision 2021-05-19.
  15. Journal of Organizational Behavior 2021-03-10.
  16. International Journal of Emerging Markets 2018-05-10.
  17. Lecture Notes in Networks and Systems 2020-03-25.
  18. Mediterranean Journal of Social Sciences 2018-09-07.

Conference Presentation:

  1. The 1st International Scientific Conference for Law and Administration Faculties under the slogan (Towards a Better Investment Environment: Reality - Challenges - Prospects) April 23-25 2013 University of Dohuk - Law and Administration Faculties.
  2. The International Conference on Business and Technology (ICBT 2020).
  3. The 1st Virtual International Conference of Human Resource Management, City University College of Ajman, 17th & 18th of March, 2021”.


  1. Karam, A. A., & Saydam, S. (2015). An analysis study of improving brand awareness and its impact on consumer behavior via media in North Cyprus (A case study of fast food restaurants). International Journal of Business and Social Science, 6(1).
  2. Sleimi, M. T., Karam, A. A., & Qubbaj, I. S. (2018). The Impact of E-Banking Services Quality on Customers Satisfaction Moderated by Customer Trust: Survey on Arab Bank in Amman, Jordan. مجلة جامعة القدس المفتوحة للبحوث الإدارية والاقتصادية, 3(9).‎
  3. Kitana, A., & Karam, A. A. (2017). The relationship between work environment into women’s career development and job satisfaction in the United Arab Emirates: A large scale sampling. International Journal of Business and Management Invention, 6(1), p22-28.
  4. Karam, A. A., Hamo, R. H., Rashid, H. M., Jarjes, D. A., Mohammed, C. S., & Obaid, S. H. (2018). The Effect of Marketing Strategy Implementation on Organization Performance as a Private Business: Case of Cihan University Duhok Camps KRG-Iraq. International Journal of Business Management and Economic Research (IJBMER), 9(3), 1281-1295.
  5. Karam, A. A. (2019). The impact of training and development on different cultural employees performance through interaction employees motivation in Erbil public and private Banks. Mediterranean Journal of Social Sciences, 10(1), 193-193.
  6. Karam, A. A., & Kitana, A. F. (2018). The Impact of Social Media on Human Resource Management Scope Activities in Al-Futtaim and Al-Etihad Group UAE. International Business Research, 11(12), 145-156.
  7. Karam, A. A., & Kitana, A. F. (2020). An Exploratory Study to Identify the Impact of Leadership Styles on Achieving Institutional Excellence in the Public Sector: United Arab Emirates. International Journal of Business and Management, 15(6).
  8. Kitana, A. F., & Karam, A. A. (2019). Career Development among Entry-Level Employees: A Case Study on Employee’s in United Arab Emirates. Modern Applied Science, 13(5).
  9. Karam, A. A. (2016). An Investigation of Marketing Crisis, and Outcomes influence on Buyer Behavior. Business Research Review, 2(1), 51-72.
  10. AbduRazak, L. F., Mawdieh, R. S. A., Karam, A. A., Aljaafreh, A. Y., & Al-Azzaw, M. E. (2019). Determining the Challenges Faced by Syrian Refugees Students at Jordanian Camps According to Their Perspective: A Case of Universities Role to Supporting. Modern Applied Science, 13(8), 176-82.
  11. Karam, A. A., & Kitana, A. F. (2021). Using PLS-SEM Approach to Estimate Corporate Social Responsibility and Precautionary Measures of Covid-19: Effects on Employees Commitment. Arab Journal of Administration, 41.
  12. Karam, A. A. (2021). The Brand Impact on Culture: Case of Coca Cola Cultural Issues in India. In The Importance of New Technologies and Entrepreneurship in Business Development: In The Context of Economic Diversity in Developing Countries: The Impact of New Technologies and Entrepreneurship on Business Development (pp. 551-570). Springer International Publishing.
  13. Karam A.A (2016) Consumer Behavior on Social Media Marketing Platforms Research in Social Media Marketing Platforms, Consumer Behavior, Brand, Purchase Intention, LAP LAMBERT Academic Publishing 1, 396.
  14. Karam A.A. (2010) An analysis study of the role of an information system to human resource and footfalls in the retail outlets situated in modern malls at Agra, New-Delhi, and Gurgaon. M.Sc. thesis Dept. Business administration Agra, India.
  15. Karam A.A. (2016) The relationship between consumer behaviour and Ülker brand in social media marketing and its impacts on purchase intention in turkey. A PhD thesis.

Name: Abdallah Taamneh

Academic Position: Assistant Professor



City University College of Ajman (CUCA)

Human Resource Management Department


  • PHD- Business Management - Human Resource Management - Girne American University Northern Cyprus -2016
  • MBA-Yarmouk-University-Irbid, Jordan-2011
  • Bachelor's in Management Information System (MIS) Yarmouk University-Irbid, Jordan-2007

Professional Experience:

HR & Business Development Specialist Ministry of Justice Irbid, Jordan

Mar/2009 – Feb/2013

Teaching Areas:

  • career planning
  • Job Analysis and Design
  • Human resource planning
  • Selection and placement
  • Negotiation and conflict resolution strategies
  • Organizational Behavior
  • Strategic Management

Research Areas:

  • Human Resource Management
  • Talent Management
  • Organizational Behavior
  • Technology Management
  • Human- computer interaction

Conference Presentation:

  • The Quality of E-learning in Higher Education Institutions Under the Conditions of Corona-Virus Pandemic (Covid-19) The Moderation Effect of Time Pressure and Learning Demand 2021, Arab Journal of Administration, 41. The 1st Virtual International Conference of Human Resource Management, City University College of Ajman


  • Understanding the Global Diffusion of B2B E-commerce (B2B EC): An Integrated Model, Journal of Information Technology 2021, SSCI, ABDC (A*).
  • The Quality of E-learning in Higher Education Institutions Under the Conditions of Corona-Virus Pandemic (Covid-19) The Moderation Effect of Time Pressure and Learning Demand 2021, Arab Journal of Administration, 41.
  • Impact of Covid-19 pandemic on acceptance of eLearning system in Jordan: A case of transforming the traditional education systems. Humanities and social Sciences Review, 6(4), 840-851., 2020 (Scopus Q1).
  • Dataset on the Acceptance of e-learning System among Universities Students' under the COVID-19 Pandemic Conditions, Data in Brief, 2020 (ESCI, SCOPUS).
  • The Determinants of Digital Payment Systems’ Acceptance under Cultural Orientation Differences: The Case of Uncertainty Avoidance, Technology in Society, 2020 (SSCI, SCOPUS).
  • Examining antecedents and consequences of university brand image, Management Science Letters, 10:5 953-960, 2020 (SCOPUS).
  • The effect of the international pressures on the cross-national diffusion of business to business e-commerce, Technology in society, 2019 (SSCI, SCOPUS)
  • HRM Practices and the Multifaceted Nature of Organization Performance: The Mediation Effect of Organizational Citizenship Behavior (Euromed Journal of Business,2018 (ESCI, SCOPUS Q1).
  • What drives global B2B e-commerce usage: an analysis of the effect of the complexity of the trading system and competition pressure, Technology Analysis & Strategic Management 30:8, 980-992, 2018 (SSCI, SCOPUS)
  • Does Online Social Media Increase Racist Behavior? An Examination of Confirmation Bias Perspective, Technology in Society, 2018 (SSCI, SCOPUS).
  • The Decision Makers' Perceptions Toward the Adoption of Information Technology By Government Institutions In Jordan And Its Effect On Information Accessibility, And Decision Making Quality, Corporate Ownership & Control / Volume 13, Issue 1, Autumn 2015 (SCOPUS)
  • The Impact of Practicing Procedural Justice on Employees Organizational Citizenship Behavior (OCB) in the Jordanian Ministry of Justice, International Journal of Business and Social Science Vol. 6, No. 8(1); August 2015.

Reviewer of the following journals:

  • International Journal of Educational Management (Emerald Group Publishing)
  • Journal of Retailing and Consumer Services (Elsevier Publishing company)
  • International Journal of Law and Management (Emerald Group Publishing)

Name: Dr. Mohamed Ahmed ELbadawe Ali

Academic Position: Assistant Professor



Human Resources Management Arabic


PhD in Business Administration. The University of Science and Technology, Sudan in January 2016 in title The Impact of Knowledge Management on Human Resource Management

MASTER IN BUSINESS ADMINISTRATION. The University of Al Zaiem Al Azhary, faculty of economics & management sciences. In 2011

B.SC IN BUSINESS ADMINISTRATION. The Aviation Science College, Sudan. From 2003 to 2008 having fulfilled the requirements of the degree including studying customs and aerodrome management.

Diploma in HR studies, American Academy, Egypt.

Training course in modern methods of modern teaching in 2018.

Professional Experience:

I am working now in City University College of Ajman (CUCA) from September 2019 to present. as an assistant professor

From 2013 to 2016 I work as a lecturer in Aviation College

 and from April 2016 to august 2019 as an assistant professor in ALmadar college  ( Full Time)

I Work in Al Zaiem Al Azhary university in 2018 ( part time)

In 2018 teach in Khartoum academy ( part time)

Teaching Areas

I teach arrange of administrative materials such as human resources management materials (Performance appraisal, job analysis and design motivation, manage Selection and recruitment Strategic human resources management, Career planning)

Research Areas:

Human Recourse Areas And all administrative topic at all

Conference Presentation:

Human Resource Management conference in in city university college in 2021.

Participated in the form of total quality in Khartoum. in December 2017.

Carried out a workshop to develop management curriculum at Almadar College. In 2017.


 The impact of distance training strategy for human resource in an enhancing competitive priority

Name: Dr. Brihan Fatin Yehia

Academic Position: Assistant Professor


Human Resources Management


  • PhD - Human Resources Management Faculty of commerce –Ain Shams University (EGYPT).
  • - Management Sciences (HRM)-Sadat Academy for Management Science (EGYPT).
  • Accounting, Faculty of Commerce-Cairo University (EGYPT).

Professional Experience:

  • 2019 to date: Assistant Professor of Human Resources Management
  • - City University Collage of Ajman-UAE.
  • March 2014 - August 2019: Assistant Professor of Human resource Management- 6 October University – Egypt.

Teaching Areas:

  • HRM , Strategic HRM.
  • Business Ethics.
  • International HRM.
  • Career planning Management.
  • Organizational Behaviors.
  • Performance Management.
  • Recruitment& Selection Management.
  • Behavioral sciences.
  • Compensation and Benefits Management.

Research Areas:

  • Organizational Culture .
  • Job satisfaction
  • Person-Organization fit .
  • Job engagement.
  • Green HRM.
  • HRM practices
  • Quality of E-learning.
  • Green Creativity.


  • Member in International Relations Committee in Arab Federation for Youth and Environment

Conference Presentation:

  • 17-18 March,2021: Foreseeing the future HRM post COVID-19 challenges and Opportunities -City University Collage of Ajman - UAE
  • 11-12 Nov.2018: Entrepreneurship and Socioeconomic Development Women Empowerment and Youth Employability- MUST University (Egypt).


  • Taamneh, A., & Fatin, B. (2021). The Quality of E-learning in Higher Education Institutions Under the Conditions of Corona-Virus Pandemic (Covid-19) The Moderation Effect of Time Pressure and Learning Demand. Arab Journal of Administration, 41.
  • Gharabli,Z. ,Fatin,B. Ahmed,A.(2020) .The Reality of Green Human Resources Management (GHRM) practices in Green Stars Hotels in Egypt and Its relation with Green Creativity; An Applied Study on Green Star Hotels in Egypt. Arab Journal of Administration.
  • Fatin,B. (2019). The impact of person-organization on employee engagement, An applied study on the higher private institutions in Egypt. Academic journal for Economics and Commerce.

Name: Dr Deepanjana Varshney

Academic Position: Professor


Orcid ID : 0000-0001-8493-6401



Business Administration­­­­­­­­


  • Ph.D. (HRM), University: Department of Commerce, University of Lucknow, India, Awarded: 2009-2010
  • M.B.A. (HRM), Dr. B.R. Ambedkar University, Agra, India. (1999-2001)
  • M.A. (English), Calcutta University, Calcutta, India. (1994-1996)
  • B.A. (English), Calcutta University, Calcutta, India. (1991-1994)­­­­­­­­­­­­­­­­­­­­­­

Teaching Areas:

Organizational Behavior; Business Policy & Strategic Management; International Human Resource Management; Human Resource Management; Business Ethics; Recruitment, Selection & Placement; Performance Management; Organizational Development; Compensation Management; Human Resource Development; Strategic Human Resource Management; Leadership; Principle of Management; Training and Development; Negotiation & Conflict Management

Research Areas:

Employee Performance and Work Behavior.

Employee Personality dimensions

Employee Minority

Higher Education

Student psychology

Employee dysfunctional behavior



Conference Presentation:

  • Presented research titled, “Towards Developing a Viable Learning Model in the Higher Education Sector Post-Covid-19 Pandemic Outbreak in UAE context.” Economic Research Forum, March 10, 2021, The GCC Economies in the Wake of COVID 19: Charting the Road to Recovery and Resilience.
  • Presented Research Paper titled, “Impact of COVID-19 on Higher Education Teaching Delivery: Faculty Perceptions, August 29, 2020, 6thTechnium Conference.
  • Research Paper titled, “Does Perceived Workforce agility mediate the relationship between Emotional Intelligence and Performance in small entrepreneurial firms? An empirical investigation”, presented for International Conference on “Business Agility in Volatile Times “-7th -9th November 2019 (Curtin University Dubai & Lovely Professional University, India).
  • Research Paper presented, “Rising above disabilities: Exploring the Indian working women in the workplace through interviews.”- 5th World Congress on Women, September 08, 2019.
  • Digital transformation and creation of an agile workforce: An analysis of select cases, 2nd International Conference on Digital Entrepreneurship: Platform, Process, People, and Technology, Feb 8th -9th, 2019
  • Goodbye Time for Employees: Exit Interviews or Routine Interviews. 13th International Conference on Humanities, Business, Education, and Interdisciplinary Studies (HBEIS-18), Dubai, UAE,2018
  • Exploring the effects of Resilient Leadership on Performance and Job Satisfaction: An Empirical Study. University of Riverside, California, USA, 2016
  • Analyzing the Current Saudi Labor Market and Employment: Development of a Viable Model. Saudi Economic Conference 'National Economy: Challenges and Ambitions', Jeddah, Saudi Arabia, 2014.
  • Varshney, D. (2013). Contract Workers and the Rationale of the Good Conduct Bonds The Case of Maruti- Suzuki, Manesar Plant India. 2nd International Conference on Economics, Marketing, and Management, 59, 209-212. Dubai, UAE,2013



  • Workforce agility and its links to emotional intelligence and workforce performance: A study of small entrepreneurial firms in India. Global Business & Organizational Excellence.39(5),35-45 (Scopus Indexed)
  • Employees’ job involvement and satisfaction in a learning organization: A study in India's manufacturing sector. Global Business & Organizational Excellence,39(2),51–61. (Scopus indexed)
  • The strides of the Saudi female workforce, Journal of International Women’s Studies, 20(2),359-372. (Scopus indexed).
  • Relationship between Social Loafing and the Self Concept: Mediating role of Perceived Organizational Politics. Journal of Indian Business Research, 11(1),60-74. (Scopus Indexed).
  • Measuring the impact of Trust on Job Performance and Self-Efficacy in a project: evidence from Saudi Arabia. The Journal of Applied Business Research, 33(5), 841-849. (Scopus- indexed)
  • Effect of resilience on performance and Job satisfaction in the Construction industry of Saudi Arabia. Global Business and Organizational Excellence, 36 (5), 36-45. (Scopus-indexed)
  • Expatriates Go, Let Us Grow: An Analysis of Employment patterns and development of a viable model of Saudi Arabia. African and Asian Studies,17(4),340-370. (ISI cited & Scopus Indexed)
  • Applying Select Strategic Management concepts on a Saudi Arabian start-up restaurant: A case. Saudi Journal of Business and Management Studies, 2(3), 131-136.
  • The Young Saudi Employee and the current labor market dynamics of Saudi Arabia: A Paradigm Shift. International Journal of Research in Commerce and Management, 7 (12), 1-5.
  • Exploring Recent Saudi Human Capital Development Initiatives: An Evaluation. Human Resource Management Research, 6 (1), 1-5.
  • Exploring Organizational Development initiatives in Saudi organizations. International Journal of Commerce, Business & Management, 4 (6), 755- 59.
  • A Leadership Assessment Center for Graduate Students: Case of Saudi Arabia. International Journal of Business and Management, 10 (4), 249-258.

Book chapters

  • Varshney, D. (2020). Digital transformation and creation of an agile workforce: Exploring Company initiatives and Employee Attitudes, Contemporary Global Issues in Human Resource Management", Emerald Publishing Limited, pp 89-105.
  • Varshney, D. (2015). E-learning practices: A Study of a Saudi Arabian Company. In Emerging Dimensions of Commerce and Management edited by Dr. Sonika Chaudhary & Dr. Vandana Khanna, Research India Publications, India.
  • Varshney, D. (2014). Reverse Mentoring: An Analysis. In Emerging Dimensions of Commerce and Management edited by Dr. Monica Bansal and Dr. Pinki Insan, International Research Publication House, India.
  • Khan, S. &Varshney, D. (2013). Transformational Leadership in Saudi Arabian Cultural Context, In Culture and Gender in Leadership: Perspectives from the Middle East and Asia. Palgrave Macmillan.

Name: Dr. Kalpana Solanki

Academic Position: Assistant Professor



College of Business-MBA/ BBA Department


PhD (Management), MBA(HRM), Academic Associate member of (CIPD) Certified Institute of Personal and Development, UK

Professional Experience:

14 years of teaching and industry experience in reputed universities and organizations in UAE

Teaching Areas:

 Organization behavior, leadership, Remuneration and performance management, Negotiation and conflict management, Strategic management, International human resource management, SHRM, OD, HRM, recruitment and selection, Change management, Introduction to Business, Business Ethic, Innovation and entrepreneurship, Business Ethics etc.

Research Areas: 

There are many important business-related problems where the understanding of the significance of HR and the organizational resources are yet to be recognized and developed. I could see that very limited research has been done in the areas of employee relation, role of employees in the achievement of the organizational goals, compensation and benefits, cross functional teams, role of organizational culture, job satisfaction, role of employee motivation, managerial styles, employee turnover etc. My primary interest is the development of HR models that can help in solving variety of Management and HR issues in the industry. In my PhD thesis I have conducted a strategic audit of the Dubai e government thus I would like to conduct further research on the governments of other countries in the future. My immediate research plan is to continue the project I am currently involved in a research on the topic- An analysis of the job opportunities and challenges of the Emirati job seekers in the private sectors organizations. The reason for selecting this topic is that most of the young graduates in UAE want to work for the Government sector and less are interested in joining the private sector thus this study will focus on identifying the reasons for this pattern. This research is still in the initial stage. Industrial collaboration has been an essential part of the projects I have been involved so far. The above-mentioned research topic has a direct relation with the industry and the results would have an immediate application. I would therefore seek research funding primarily from the industry.


-Associate member of (CIPD) Certified Institute of Personal and Development, UK

Publications/Conference presentations:

  1. Analysis of the HR and customer related challenges faced by IKEA in the UAE market due to cross culture differences ' (SCOPUS Indexed journal) online edition
  • Analysis of Etihad airlines Human Resource practices and factors that lead to employee motivation (SCOPUS Indexed journal)
  • ‘What promotion strategies should be used by sunrise international corporation in order to recapture the lost market share in animal feed industry?’ (SCOPUS indexed journal)
  • ‘To what extent does, Inc success be accredited to its organizational culture and ND Jeff Bezos's leadership style?’ peer reviewed journal
  • Research paper presentation in the HCT conference on the topic ‘Analysis of the International HRM trends in GCC’
  • ‘Understanding the link between job involvement and its correlation with the monetary, nonmonetary benefits, job enrichment and work culture’ (peer-reviewed)
  • ‘Association of Job Satisfaction, Productivity, Motivation, Stress Levels with Flextime’ (Peer reviewed)

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