Impact of Power Delegation and Peer Learning on Self-Sufficient within Oil and Gas Industrial Sector in UAE


  • Jassem Al-Ameri
  • Osama Isaac
  • Amiya Bhaumik
  • Ahmed Hamoud Al-Shibami


The dynamics of economy, competition, and growth of economy such as Emirates demands and the labor intensive nature of the Oil and Gas industry continue to challenge both operations and research. With the growth and transfer of management approaches and technology globally, organizational hierarchy continues to evolve. This pushing toward delivering high training and delegation some authorities to employees brought empowerment to the employees in order to be motivated. Self-sufficient employees may ensure to the companies that staff are capable to manage challenges as well as customize themselves with changes in the management approaches. The main objective of this study is to determine the factors effecting the employees self-sufficient within gas and oil industry in the UAE. Stratified random sampling is used for this study which refers to decide the target population into smaller subgroups (for ADNOC there are two major staff category which is international staff and local) which are called ‘strata’ after this, random samples are selected from one subgroup. The result assessment proceeded analysing 171 out of 184 respondents after the data screening completion. Structural Equation Modeling-Variance Based (SEM-VB) was utilized to examine the research model in this research, by using the SmartPLS 3.0 software. Result from the analysis shed lights on the impact of power delegation and peer learning on the employees self-sufficient. The proposed research model explained 46% of the self-sufficient. All the tested factors had a positive direct effect on the employee self-sufficient within oil and gas sector in the United Arab Emirates (UAE). The results of the current study have the potential to give further insights into strategies to improve the employees self-sufficient.