‫‪Talent Management and Organizational Performance "The Mediating Role‬‬ ‫ﺍﻟﻌﻨﻮﺍﻥ‪:‬‬

‫‪of Employee Engagement": A Case Study Bank of Palestine in the Gaza‬‬

‫‪Strip‬‬
‫ﺣﻤﻴﺪ‪ ،‬ﺣﺎﺯﻡ ﺑﺸﻴﺮ‬ ‫ﺍﻟﻤؤﻟﻒ ﺍﻟﺮﺋﻴﺴﻲ‪:‬‬
‫)‪Samour, Akram Ismail(Advisor‬‬ ‫ﻣؤﻟﻔﻴﻦ ﺁﺧﺮﻳﻦ‪:‬‬
‫‪2018‬‬ ‫ﺍﻟﺘﺎﺭﻳﺦ ﺍﻟﻤﻴﻼﺩﻱ‪:‬‬
‫ﻏﺰﺓ‬ ‫ﻣﻮﻗﻊ‪:‬‬
‫‪1 - 127‬‬ ‫ﺍﻟﺼﻔﺤﺎﺕ‪:‬‬
‫‪1009150‬‬ ‫ﺭﻗﻢ ‪:MD‬‬
‫ﺭﺳﺎﺋﻞ ﺟﺎﻣﻌﻴﺔ‬ ‫ﻧﻮﻉ ﺍﻟﻤﺤﺘﻮﻯ‪:‬‬

‫‪Chapter 1‬‬ ‫‪English‬‬

‫ﺭﺳﺎﻟﺔ ﻣﺎﺟﺴﺘﻴﺮ‬
‫ﺍﻟﻠﻐﺔ‪:‬‬
‫ﺍﻟﺪﺭﺟﺔ ﺍﻟﻌﻠﻤﻴﺔ‪:‬‬

‫‪Research General‬‬ ‫ﺍﻟﺠﺎﻣﻌﺔ ﺍﻹﺳﻼﻣﻴﺔ )ﻏﺰﺓ(‬

‫ﻛﻠﻴﺔ ﺍﻟﺘﺠﺎﺭﺓ‬
‫ﺍﻟﺠﺎﻣﻌﺔ‪:‬‬
‫ﺍﻟﻜﻠﻴﺔ‪:‬‬

‫‪Framework‬‬ ‫ﻓﻠﺴﻄﻴﻦ‬
‫‪Dissertations‬‬
‫ﺍﻟﺪﻭﻟﺔ‪:‬‬
‫ﻗﻮﺍﻋﺪ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‪:‬‬
‫ﺍﻻﻧﺪﻣﺎﺝ ﺍﻟﻮﻇﻴﻔﻰ‪ ،‬ﺇﺩﺍﺭﺓ ﺍﻟﻤﻮﺍﻫﺐ‪ ،‬ﺍﻷﺩﺍﺀ ﺍﻟﻤؤﺳﺴﻰ‪ ،‬ﺑﻨﻚ ﻓﻠﺴﻄﻴﻦ‪ ،‬ﻗﻄﺎﻉ ﻏﺰﺓ‪،‬‬ ‫ﻣﻮﺍﺿﻴﻊ‪:‬‬
‫ﻓﻠﺴﻄﻴﻦ‬
‫‪http://search.mandumah.com/Record/1009150‬‬ ‫ﺭﺍﺑﻂ‪:‬‬

‫© ‪ 2021‬ﺩﺍﺭ ﺍﻟﻤﻨﻈﻮﻣﺔ‪ .‬ﺟﻤﻴﻊ ﺍﻟﺤﻘﻮﻕ ﻣﺤﻔﻮﻇﺔ‪.‬‬

‫ﻫﺬﻩ ﺍﻟﻤﺎﺩﺓ ﻣﺘﺎﺣﺔ ﺑﻨﺎﺀ ﻋﻠﻰ ﺍﻹﺗﻔﺎﻕ ﺍﻟﻤﻮﻗﻊ ﻣﻊ ﺃﺻﺤﺎﺏ ﺣﻘﻮﻕ ﺍﻟﻨﺸﺮ‪ ،‬ﻋﻠﻤﺎ ﺃﻥ ﺟﻤﻴﻊ ﺣﻘﻮﻕ ﺍﻟﻨﺸﺮ ﻣﺤﻔﻮﻇﺔ‪ .‬ﻳﻤﻜﻨﻚ ﺗﺤﻤﻴﻞ ﺃﻭ ﻃﺒﺎﻋﺔ ﻫﺬﻩ ﺍﻟﻤﺎﺩﺓ ﻟﻼﺳﺘﺨﺪﺍﻡ‬
‫ﺍﻟﺸﺨﺼﻲ ﻓﻘﻂ‪ ،‬ﻭﻳﻤﻨﻊ ﺍﻟﻨﺴﺦ ﺃﻭ ﺍﻟﺘﺤﻮﻳﻞ ﺃﻭ ﺍﻟﻨﺸﺮ ﻋﺒﺮ ﺃﻱ ﻭﺳﻴﻠﺔ )ﻣﺜﻞ ﻣﻮﺍﻗﻊ ﺍﻻﻧﺘﺮﻧﺖ ﺃﻭ ﺍﻟﺒﺮﻳﺪ ﺍﻻﻟﻜﺘﺮﻭﻧﻲ( ﺩﻭﻥ ﺗﺼﺮﻳﺢ ﺧﻄﻲ ﻣﻦ ﺃﺻﺤﺎﺏ ﺣﻘﻮﻕ ﺍﻟﻨﺸﺮ ﺃﻭ ﺩﺍﺭ‬
‫ﺍﻟﻤﻨﻈﻮﻣﺔ‪.‬‬
 Chapter 1
Research General
Framework
 Chapter 1
Research General Framework

1.1Introduction

This chapter will cover the problem of the research, objectives to be achieved,
variables to be examined, hypothesis will be tested and finally, the importance of the
research.
In Business today, human resources management is becoming more important
due to its contribution in organization’s progress towards achieving its planed
objectives by facilitating a positive environment among employees, continuing
improvement and development and assigning the right job for the right person, taking
into consideration the talent of employees.
Banking sector is classified as a service industry, and its deal with many
challenges and difficulties such as managing people and managing risks. An
appropriate and effective handling of previous challenges has a great impact on survive
and success in banking sector. However, an effective risk management cannot be
applied without a productive and talented human resources, which can be gained by a
systematic talent management practices that participate in achieving the overall bank
strategy by attracting, motivating, developing and retaining the top skilled and talented
employees.
In order to facilitate and easily implement talent management practices, banks
management should consider taking steps towards creating an appropriate workplace
environment which results in an engaged employee and an enhanced productivity
levels that help in achieving the banks overall objectives.
Recently, an increasing interest in talent management has been appeared in the
context of business referring to its role in organization’s success. Talent Management
is defined as “the planned recruitment, assessment, development, engagement,
retaining and deployment of those employee who have high skills that creates a
significant value to an organization” (Tansley et al., 2006).
Studying the effects of talent management practices on organization
performance is taking a considerable part of research these days. Studies assume that
talent management enhances organizational performance by attracting and retaining
the talented people it requires (Armstrong & Taylor, 2014).

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 With the objective of creating a positive and supporting environment to
employee, an effort has been exerted to achieve employee’s satisfaction, which can be
turned to a higher level toward achieving engagement. Employee engagement is
defined as “a desirable, fulfilling, affective-motivational state of job-related well-being
that is the opposite to job burnout” (Maslach, Schaufeli, & Leiter, 2001).
The banking sector in the Gaza Strip faces difficult political, security and
economic environment. In addition to the fact that the banking sector is a service-
based, all of its activities are about people which requires an effective human resources
management in order to maintain a qualified and skilled employee who can deal with
the such challenges so that the banking sector can survive and maintain its competitive
advantage.

1.2 Problem Statement

In modern business environment, organizations especially service ones
understand the importance of systematic and planned talent management practices like
attracting, motivating, developing, and retaining in order to retain the top talented and
skilled employees. Effectively applying these practices results in an enhanced and
improved organizational performance with its different dimensions (financial
performance, internal process, customer satisfaction, and learning and growth)
especially in an instable political environment and a depressed economic activity as in
the Gaza Strip.
However, applying the talent management practices requires an accepted level
of employee engagement which facilitate implementing these practices among
employees and decrease the difficulties and challenges that faces managers. A previous
study indicates that 85% of human resources managers believe that the establishing or
retaining their organizations’ capacity to compete for talent is the most challenging
task in human capital management (Human Capital Institute, 2005).
According to (Bank of Palestine, 2017), the total cost of training programs that
held for employees in 2017 reached ($ 675,301), however, there is not any statistics
that show the contribution of these costs and investments in the overall organizational
performance.

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 According to (Ingram, 2016), relationships between organizational variables
rarely occur in isolation. Also, there are limited number of studies that have examines
the effect of talent management on organizational performance in the Gaza Strip’s
banking sector.

Depending on that, the main question of this research can be stated as follow:

To what extent does employee engagement play a mediating role in the

relationship between talent management and organizational performance in
Bank of Palestine in the Gaza Strip?
The following research sub-questions are formulated:
1. What is the level of talent management practices in Bank of Palestine?
2. What is the level of organizational performance in Bank of Palestine?
3. What is the level of employee engagement in Bank of Palestine?
4. To What extent does talent management affect organizational performance in Bank
of Palestine?
5. To what extent does employee engagement affect the organizational performance
in Bank of Palestine?
6. To what extent does talent management affect employee engagement in Bank of
Palestine?

1.3 Research Objectives

The research objective is to examine the mediating role of employee

engagement in the relationship between talent management practices and
organizational performance in Bank of Palestine in the Gaza Strip. Also, the research
seeks to accomplish the following objectives:
1. To identify the level of talent management practices from perspective of employee
in Bank of Palestine.
2. To identify the level of employee engagement in Bank of Palestine.
3. To identify the level of organizational performance in Bank of Palestine.

4
 4. To identify the nature of relationship between talent management and
organizational performance, and identify the same relation with existing of
employee engagement as a mediating variable.
5. To provide recommendations to Bank of Palestine management in the Gaza strip
to develop ways of improving talent management practices which results in
enhancing the organizational performance.

1.4 Research Variables

The independent variable is talent management with its four dimensions

(attraction, motivation, development and retention the talented people) depending on
(Armstrong & Taylor, 2014).
The dependent variable is organizational performance with its dimensions
(financial, internal business process, customers and learning and growth) based on
(Kaplan & Norton, 1996b).
The mediator variable is employee engagement (Maslach et al., 2001).

Talent
Attraction Financial

Talent Internal
Motivation Process
Talent Organizational
Management Performance
Talent
Development Customers

Talent Learning and

Employee
Retention Growth
Engagement

Figure 1. 1 Research Framework

Source: adopted by researcher depending on (Armstrong & Taylor, 2014; Kaplan & Norton,
1996b; Maslach et al., 2001)

5
1.5 Research Hypotheses

Hypothesis (1): There is statistical significant relationship at α ≤ 0.05 level between

talent management and organizational performance in Bank of Palestine.

Sub-hypotheses:
• There is statistical significant relationship at α ≤ 0.05 level between talent
attraction and organizational performance in Bank of Palestine.
• There is statistical significant relationship at α ≤ 0.05 level between talent
motivating and organizational performance in Bank of Palestine.
• There is statistical significant relationship at α ≤ 0.05 level between talent
development and organizational performance in Bank of Palestine.
• There is statistical significant relationship at α ≤ 0.05 level between talent retaining
and organizational performance in Bank of Palestine.

Hypothesis (2): There is statistical significant relationship between employee

engagement and organizational Performance in Bank of Palestine.

Sub-hypotheses:
• There is statistical significant relationship at α ≤ 0.05 level between employee
engagement and financial in Bank of Palestine.
• There is statistical significant relationship at α ≤ 0.05 level between employee
engagement and internal business process in Bank of Palestine.
• There is statistical significant relationship at α ≤ 0.05 level between employee
engagement and customers in Bank of Palestine.
• There is statistical significant relationship at α ≤ 0.05 level between employee
engagement and learning and growth in Bank of Palestine.

Hypothesis (3): There is statistical significant relationship at α ≤ 0.05 level between

talent management and employee engagement in Bank of Palestine.

6
Sub-hypotheses:
• There is statistical significant relationship at α ≤ 0.05 level between talent
attraction and employee engagement in Bank of Palestine.
• There is statistical significant relationship at α ≤ 0.05 level between talent
motivating and employee engagement in Bank of Palestine.
• There is statistical significant relationship at α ≤ 0.05 level between talent
development and employee engagement in Bank of Palestine.
• There is statistical significant relationship at α ≤ 0.05 level between talent retaining
and employee engagement in Bank of Palestine.

Hypothesis (4): Employee engagement mediate the relationship between talent

management and organizational performance in Bank of Palestine.

Sub-hypotheses:
• There is a significant effect at a 0.05 level of talent management on organizational
performance.
• There is a significant effect at a 0.05 level of talent management on employee
engagement.
• There is a significant effect at a 0.05 level of employee engagement on
organizational performance.

Hypothesis (5): There are significant differences among respondents towards the
mediation effect of Employee Engagement on the relationship between Talent
Management and Organizational Performance referred to demographic traits (gender,
age, educational qualifications, job level and years of experience).

1.6 Research Importance

1.6.1 Scientific importance:

After reviewing the literature and according to the knowledge of researcher,

the originality of this work lies in studying unexplored relationships between talent
management practices and organizational performance with the mediating role of
employee engagement on the basis of empirical data in the Gaza Strip.

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 1.6.2 Practical importance:

To the bank’s managers:

The research may give a useful information to bank’s managers about the
variables that affect talent management practices such as employee’s satisfaction and
engagement which enable managers to better understands these variables and respond
to it in a way that enhance organizational performance.

To the bank’s employees:

This research indicates to the importance of employee’s engagement and

satisfaction in achieving the organizational objectives, and this will lead to increase
manager’s awareness toward focusing efforts to enhance employee engagement.

To other researchers:

The research examines the mediating role of employee engagement in the

relationship between talent management practices and organizational performance in
Bank of Palestine, so researchers may study other variables that may mediate between
talent management and organizational performance to better explain that relationship.

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