In this paper, the focus will be on examining the significant human resource management practices chosen, and their impact on the performance of employees within the central municipalities in Palestine. As a result, the study begins by providing the necessary background information, including a brief discussion on the concepts of employee performance and human resource management practices. It also addresses the specific context of Palestine. Subsequently, a comprehensive explanation of the research gap is presented, encompassing the study problem, research questions, research objectives, study significance, and the scope and limitations of the research. This is followed by the provision of conceptual and operational definitions. Finally, the chapter concludes.

Effective employee performance gives businesses a competitive edge, with Human Resources Management (HRM) central to optimizing this. HR practices, tied to employee satisfaction and commitment, affect job attitudes and performance. Thus, strategic HR practices that foster satisfaction are crucial. This study examines how key HR practices (recruitment, training, compensation, performance appraisal) affect performance and job satisfaction in Palestinian central municipalities, guided by Maslow's and Adams' theories, and supported by Social Exchange and Signaling theories. The focus is on administrative employees with supervisory duties in 10 central West Bank municipalities. Stratified random sampling is employed, with Yamane's formula determining sample size due to the small population. Data is collected via a five-point Likert scale survey, and descriptive statistics used for analysis. Reliability and validity assessments are also included.

In this research, the focus was directed towards evaluating Human Resource Management Practices (HRMP) and Transformational Leadership (TL) within the context of central municipalities in Palestine, examining their influence on employee performance (EP) with a particular emphasis on the mediating role of organizational justice (OJ). The significance of this study stemmed from its exploration within a unique socio-political environment marked by challenges, providing insights into the potential for HRMP and TL to significantly enhance employee performance and service delivery in such a challenging environment, with implications for both policy and practice in the context of central municipalities of the West Bank. The problem addressed revolved around the low level of employee performance within the central municipalities of the West Bank. This issue was highlighted by both local and international assessments, which pinpointed inadequate performance among employees of local authorities in Palestine. The study, therefore, aimed to explore the impact of HRMP and TL on EP, further examining how OJ mediates this relationship. A quantitative research design was employed, involving the administration of closedended questionnaires to a stratified proportional sample, drawing samples from each stratum through simple random sampling of administrative employees with supervisory responsibilities across 10 central municipalities in the West Bank, totaling 603 individuals. Descriptive statistics and checking the assumptions were carried out using the Statistical Package for Social Sciences (SPSS) version 26.0. Confirmatory factor analysis was conducted to evaluate the reliability and validity of the study instrument, and the findings showed that the questionnaire was a reliable and valid tool. To test the study hypotheses, the researcher conducted a structural model equation (SEM) using AMOS version 26.0. The results indicated statistically significant effects of HRMP and TL on OJ, which in turn, had significant direct impacts on EP. Notably, OJ emerged as a significant mediator in the relationship between HRMP, TL, and EP, underscoring the critical role of fairness and equity perceptions. These findings enriched the academic discourse on organizational behavior within the challenging Palestinian context, offering practical insights for municipal leaders and policymakers to refine HR policies and develop leadership training programs emphasizing HRMP, TL, and OJ. The research contributed to the body of knowledge by highlighting the pivotal roles of HRMP, TL, and OJ in enhancing employee performance within Palestinian municipalities, suggesting avenues for future research in similar socio-political environments.

This research investigates the impact of transformational leadership on employee performance within Palestinian municipalities. As a vital cog in the management wheel, transformational leaders inspire and motivate employees, encouraging innovation and promoting excellence. Using a quantitative research approach, this study collected data from administrative staff in ten central Palestinian municipalities, leveraging questionnaires and statistical analysis. Our findings reveal the significant positive impact of transformational leadership behaviours, including inspirational motivation, intellectual stimulation, idealized influence, and individual consideration, on employee performance. The research also underscores the role of goal setting, as emphasized by Fischer (2016), in driving individual commitment and motivation. Further, this study discusses how transformational leadership contributes to successful teamwork and fosters a culture of creativity and problem-solving. It presents a set of recommendations for implementing transformational leadership in Palestinian municipalities, including leadership training, employee empowerment, communication of a compelling vision, and fostering a culture of innovation, among others. By adhering to these strategies, Palestinian municipalities can enhance employee performance and improve public service provision.