A correlational study of Qatari retention rates and engagement in Qatar based multi-national energy companies

Host country nationals (HCNs) play a viable role in multi-national companies' (MNCs) global expansion strategies. HCNs provide vital knowledge, localized organizational learning, and social networks. MNCs that do not capitalize on critical knowledge and information provided by HCNs limit knowledge management and global competitiveness. Failure to develop HCNs into strategic leaders could challenge retention of the valuable HCN demographic. The purpose of this quantitative correlational research, which utilized multiple regression, was to determine the extent to which employee engagement of Qatari HCNs predicts retention in MNCs employing individuals in the Qatar energy sector. Theoretical framework for this study derived from the concept that MNC organizations function as sociotechnical organizations incorporating open systems and learning organizational attributes. Examination of the degree to which Qatari HCN employee engagement predicted their retention in MNCs employing the individuals in Qatar's energy sector occurred using a quantitative correlational analysis, which utilized multiple regression. Instrumentation included Utrecht Work Engagement Scale (UWES-17) and Employee Retention Survey implemented through Survey Monkey(TM) and analyzed using Statistical Package for the Social Sciences (SPSS)(TM). Data analysis was on a sample of 85 Qatari HCNs. A multiple linear regression was to assess if employee engagement, measured by vigor, dedication, and absorption predicted retention. The study findings indicated that dedication remained as a significant predictor of retention. Deployment of Qatari HCNs throughout major economic activities is a national security and economic strategy.;Results of this study are vital to policy and industry leaders along with Qatari HCNs striving to meet His Highness the Emir of Qatar's 2030 vision while promoting profitable MNC global operations.