Comparative analysis of public administration tools in special economic zones of China and Kazakhstan

Islamic finance has grown rapidly in the recent years particularly in the Middle East and the world. It receives a great attention of bankers and financial scholars due to its stability during financial shocks and crises. The paper uses empirical analysis to test the role of Islamic banking in enhancing the economic growth of United Arab Emirates (UAE). Gross Domestic Product (GDP), Gross formation (GF), and Foreign Direct Investment (FDI) are used as representatives for economic growth, while Islamic banks’ investments are used as a representative for Islamic financial sector in the UAE. The study uses time series techniques to test the link between the variables. In the current study, co-integration along with error correction models is utilized. All econometric work is done using Eviews. The findings reveal that the causal relationship between Islamic banks’ investments and economic growth of UAE is supply-leading direction. Furthermore, the findings depict that Islamic investments have contributed in increasing investments and in bringing FDI into the country in the long-term. The study also shows that there is two-way association between Islamic banks’ investments and FDI. It shows that FDI supports Islamic banking and Islamic banking brings FDI. The paper concludes that authorities of the UAE should devote more attention for this growing banking sector by facilitating regulations for establishing new Islamic banks and then creating a suitable environment for their growth and progress in the UAE.

Talents play a critical role in achieving organizational strategic goals and a higher level of performance in the healthcare industry. Therefore, the UAE government, which strives to provide world-class healthcare services, encouraged the adoption of talent management strategies and creation of essential capabilities for talent recruitment, development, and retaining. This study explores the talent management strategies, policies, and practices in multiple departments of a public UAE hospital. Moreover, it investigates required skills, competencies, and programs for those departments in the context of Industry 4.0. The study adopted a case study approach and qualitatively surveyed a purposive sample of 13 departmental managers, section heads, and supervisors who are experienced in employee management. The study found that talent management at the studied hospital is undefined and unclear in terms of strategies, policies, and practices. Furthermore, the study highlighted the need for employee encouragement, motivation, and engagement, as well as confirmed the critical role of management and leadership in facilitating talent management in the hospital. Accordingly, a UAE hospital could benefit from this study to develop its talent management policy and strategies that will guide managers in the Industry 4.0 era.

Acknowledgment
The nursing administration, nursing research committee at Tawam hospital and managers who responded to the study survey are acknowledged for the extension of support for the study.

This research aims to examine the intention of talented employees to leave an organization and discover how talent management practices could affect employee intention to leave an organization. This paper`s framework intends to outline the relationship between variables to present the idea of talent management practices and employee retention. The hypothesis was tested using a survey data set of 210 questionnaires collected from employees working in 82 ICT companies in Jordan to attain the research objectives. The collected data were analyzed using the SPSS program, and EMOS program, and basic and initial statistical techniques were applied. The results show that talent management practices significantly affect employee intention to leave an organization. Accordingly, whenever firms applied talent management practices, employee intention to leave decreases. The results demonstrated that attracting talented employees has emerged to have the strongest effect on decreasing employee intention to leave; however, developing and rewarding talented employees was revealed to have the lowest effect. Thus, the ICT firms’ managers have to generate specific training programs to reward and develop talented employees.

Acknowledgment
The publication is supported by the EU-funded Hungarian grant EFOP-3.6.3.-VEKOP-16-2017-00007 for the project entitled “From Talent to Young Researchers” – Supporting the Career-developing Activities of Researchers in Higher Education”.