Research Proposal Title: Employee productivity and the fluctuation of work-related stress in the UAE. Research question: How is employee productivity related to the fluctuations of work-related stress in the UAE? Research aim: The aims of the proposed study have been developed, based on the results of the review of the literature. They provide a valid contribution to the current knowledge of employee productivity, stress, and their complex relationship in the organisational and cultural context of the UAE. Research objectives:   * To explore the notion of employee productivity and its relevance to the organisational and cultural contexts of the UAE.   * To investigate the current status of stress among workers in UAE organisations.   * To develop a model of the relationship between employee productivity and work-related stress, which could be successfully applied in the UAE.   * To understand how different variables impact the relationship between employee productivity and work-related stress in the UAE. Literature Review Human resource management (HRM) remains one of the most popular strategic concepts among scholars and practitioners. One of the predominant trends in contemporary HR literature is treating human capital as a moderating factor in the relationship between HRM and the quality of organisational and workplace performance (Wright & McMahan 2011, p. 93). Wright and McMahan (2011, p. 93) are confident that, with the growing competitiveness in the international business landscape, human resources are becoming more important to businesses’ success. Unfortunately, for years, the focus of strategic HRM had been on the practices influencing human capital rather than human capital itself (Wright & McMahan 2011, p. 93). Most organisations realise the value of strategic HRM for their long-term performance, as the relationship between HR practices and corporate finances are quite strong (Wright & McMahan 2011, p. 93). Still, the field of strategic HRM is relatively new, and it poses considerable challenges to firms operating in diverse cultural and organisational settings (Lengnick-Hall et al. 2009, p. 367; Marler & Fisher 2013, p. 18). In this context, the current literature on human resources in the United Arab Emirates is of particular importance. It would be fair to say that literature on human resources in the UAE is focused on the analysis of various HRM approaches in light of the growing localisation and emiratisation of the national workforce. Localisation and emiratisation are the themes that transcend all aspects of HRM research in the UAE. Rees, Mamman and Braik (2007, p. 33) explored the issue of emiratisation as a strategic challenge for HRM in a UAE petroleum company. According to Rees et al. (2007, p. 33), nationalisation has become the dominant feature of HRM initiatives in the UAE, and its primary goal is to facilitate the employment of nationals as a preference to foreigners. The researchers confirm that the issue of nationalisation in HRM is surrounded by controversy, in both theoretical and practical domains. The implementation of emiratisation programs in the UAE requires immediate responses to numerous issues, such as management commitment, resistance to change, and others (Rees et al. 2007, p. 33). The topic of natio