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.

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.