In response to the COVID-19 pandemic, countries took serious measures to control its spread and reduce its effect on health, social, and economic aspects. The United Arab Emirates (UAE) has taken unprecedented preventive measures against the spread of COVID-19, including complete lockdowns and the closing of some businesses. Therefore, 27% of companies expected to lose their businesses within a month, while 43% of companies expected to go out of business within six months. This was not only due to the countrywide lockdown, or the impacts caused by the pandemic, but also due to the bad leadership of some leaders during this crisis. There are little of studies and data that discuss the consequences of these decisions on businesses, and it will be helpful to measure the consequences over three years. This study answers the following question: How much did myopic staffing and compensation decisions in the context of COVID-19 affect companies’ performance? To answer this question, I use agent-based modeling (ABM) supported by secondary data to create a simulation to study the consequences of myopic decisions made on employees’ performance in the private sector in the United Arab Emirates starting from the 2020 year and through an anticipated period of 3 years . The study found that under the assumptions that pay deductions, layoffs, and unpaid leaves, are myopic decisions and in the context of the COVID-19 pandemic and its impact on the companies’ performance, there is a huge affect on companies’ performance over the study period which is 3 years. Keywords: bad leadership, myopic decisions, companies, businesses, COVID-19, agent-based model.

The work environment can have a measurable impact on the extent to which a person generates new and potentially useful ideas. The present study tested a comprehensive model of personality and employee creativity, moderated by the work environment. I proposed moderation effects that physical and social-organizational elements in the work environment as well as workplace flexibility may have on employee creativity. Participants (N = 81) were invited to take an online survey examining personality traits, the work environment, and creativity. Results showed that openness to experience was a significant predictor of employee creativity. Findings also suggested that the relationship between personality and employee creativity is altered by social-organizational elements in the work environment. Specifically, employees with high levels of openness displayed more divergent thinking and creative behavior in the office work environment when levels of realized social-organizational elements were high. Additionally, employees with high levels of extraversion engaged in less creative behaviors in the home work environment when levels of realized social-organizational elements were very low. The relationship between personality and employee creativity is also altered by the perceived importance of social-organizational elements in the workplace in general. Findings revealed that employees with high levels of openness displayed more creative behavior and ideational behavior when the perceived importance of social-organizational elements in the workplace in general was high. Conversely, findings revealed that employees with high levels of extraversion displayed less creative behavior and ideational behavior when the perceived importance of social-organizational elements in the workplace in general was low. Given the lack of research exploring moderating effects of the work environment on creativity, further research is recommended to investigate the impact of both physical and social-organizational elements and workplace flexibility on employee creativity, the ability to generate novel and potentially useful ideas.

Workplaces are the place where people spend mostly half of their life there. It is not exclusive to office buildings and companies; indeed, in each department in every building there are individuals working behind the scenes in an attempt to better the society. The workplace environment must accomplish workers’ requirements that vary between physical, emotional, psychological, and spiritual needs. Thus, the employees can provide high performance and be more productive, which leads to a successful group, corporations, society, and world generally. The aims for this study were to explore the different strategies that big companies used to attract new employees and to ensure the well-being of the current workers within workplaces. In addition to investigating the effects of the workplace environment on the workers’ well-being in the previous studies, this research analyzes six cases of good examples for companies' headquarters and evaluating their design techniques. The results showed that these companies share the same factors to increase their workers’ well-being. Flexible workspaces that provide workers the ability to choose where, how, and when to work is the first factor. Promoting body movements, reducing stress and depression, and building private spaces or facilities to energize workers are other factors. However, most of the cases involved the inspirational encouragement in interior design as major factors to enhance workers’ well-being. Furthermore, some of the applied techniques in the buildings are similar, like offering a flexible workplace, while others vary following the company industry, image and location.