This study was conducted in order to analyze the effect of the nurses’ quality of work life based on fear about COVID-19 and examine the psychological well-being as a moderating variable in this relationship. The survey questionnaire was administered among nurses between 1 November 2020 and 14 November 2020. The self-report survey comprised the nurse information survey, Fear of COVID-19 Scale, work quality of life scale, and psychological well-being scale as data collection tools. Data were obtained from 339 nurses. The findings show that fear of COVID-19 negatively affects nurses’ quality of work life. It has been determined that PWB plays a moderating role in this relationship. While the fear of COVID-19 negatively affects the quality of work life in nurses with low psychological well-being, there is not any kind of significant effect on the quality of work life in nurses with high psychological well-being. This result shows that as the psychological well-being of nurses’ increases, fear of COVID-19 effect on quality of work life decreases. The results of the study show that responses designed to enhance psychological well-being can enhance nurses' working conditions that could reduce the negative effects of the fear of COVID-19. There is an urgent need for clinical and policy strategies to help increase nurses’ PWB in order to increase the quality of work life by reducing fear and also anxiety among nurses fighting on the front line during COVID-19.

The UAE diversification strategy of the economy focuses on reducing the dependence of country GDP on oil. As a result, the healthcare sector has significantly transformed from total dependence on government health facilities and support to the involvement of the private sector as an essential partner in covering the health needs of the UAE population. In this emerging competitive market, the leaders of both public and private healthcare sectors work on several strategies to improve the effectiveness and the competitiveness of their organizations. Literature shows that nearly 50% of the hospital's expenses are directed to cover employees' salaries. On the other hands, skilled employees' salaries are increasing day by day. Thus, we believe that hospitals should deal smartly with this debate by ensuring using maximum manpower resources. In this study, we present a nursing project that adopted Fredrick Taylor concepts and used the Time-Driven Activity-Based Costing (TDABC) methodology to calculate costs and compare its outcome to the currently imple-mented Full-Time Equivalent (FTE) system in the outpatient unit at Tawam Hospital. The study findings have confirmed that TDABC can be implemented successfully and make a difference in human resources management of nurses at the unit level. The authors have recommended rolling out the study to inpatient nursing units.

Human resource management (HRM) was first developed as a corporate business strategy that aimed to retain employees in the workplace and to develop personnel who generated results and whose capabilities could be effectively utilized. In recent years, human resource perspectives have been emphasized in personnel management by hospital nursing organizations. This study examined effective HRM strategies for creating an attractive nursing practice environment from the perspec-tive of “magnetism.” A questionnaire (“32 Items Regarding Effective Human Resource Management Policies”) was developed. The Practice Environment Scale of the Nursing Work Index was employed to assess the type of environment in which nurses wished to continue working, and factors contributing to a desirable nursing practice environment were defined as “magnetic.” Analysis of data obtained from nursing managers (n=305) yielded five factors that were effective HRM policies for hospital nursing organizations. It was also shown that the nursing practice environment was made more attractive by incorporating more of these policy elements. The following six strategies were identified: (1) enhancement of personal career development and organizational develop-ment; (2) goal management and personnel evaluations to assure the quality of patient care and pro-mote team collaboration; (3) flexible hiring and transfer policies based on business execution; (4) promoting outside interactions to make the organization an open system; (5) ensuring support for career development; and (6) supporting a safe and healthy nursing practice environment by enhancement of manpower.