Using Institutional Theory to examine the impact of the 2016 Public Administration Reforms on work and employment in the Saudi Arabian Labour Administration System: unearthing the gender and performance management consequences

Saudi Arabia's Vision 2030 is an ambitious plan designed to develop a more knowledge based and diverse economy and society. Vision 2030 was accompanied by extensive public administration reforms that impact the Saudi government agencies. These reforms have significantly changed The Human Resources and Social Development Ministry work and employment relations. This study aimed to develop a deeper understanding of the impact of the 2016 public administration reforms on gender issues and performance management in the Ministry workplace.
The study analysed the perceptions of employees in four major departments in the Ministry using neo-institutional theory as its theoretical framework. A qualitative case study method was applied. 35 participants were recruited using purposive and snowball sampling; conducting online interviews provided a rich body of information directly related to the issues of the thesis. The participant responses were thematically and concurrently analysed to identify common themes.
Findings revealed several constructs to explain the reforms’ impact. Despite the Vision 2030 ‘promise’, this study has revealed that social norms in some departments reflected the acceptance of ongoing gender inequality and gender stereotypes within the Ministry. Empowerment of women is largely currently aimed at leadership roles, and gendered language in the newly de-segregated work environment is a reality.
This thesis provided institutional insights into workplace reorganisation and performance management; Saudis are using modern public administration including new performance management system, new technology and automation. However, one department was slow to adopt change, the forced ranking performance appraisal caused dissatisfaction, and work intensification and negative work pressure were among the reform’s consequences.
The key theoretical contributions include the role of neo-institutional theory in revealing these insights, the merit in considering cultural context through the normative pillars, and the merit in considering inhibitors and catalysts to change. Recommendations include consistent guidance to all Ministerial departments and consistent revision of performance evaluation.