‫‪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:‬‬
‫‪English‬‬ ‫ﺍﻟﻠﻐﺔ‪:‬‬
‫ﺭﺳﺎﻟﺔ ﻣﺎﺟﺴﺘﻴﺮ‬ ‫ﺍﻟﺪﺭﺟﺔ ﺍﻟﻌﻠﻤﻴﺔ‪:‬‬
‫ﺍﻟﺠﺎﻣﻌﺔ ﺍﻹﺳﻼﻣﻴﺔ )ﻏﺰﺓ(‬ ‫ﺍﻟﺠﺎﻣﻌﺔ‪:‬‬

‫‪Chapter 6‬‬ ‫ﻛﻠﻴﺔ ﺍﻟﺘﺠﺎﺭﺓ‬

‫ﻓﻠﺴﻄﻴﻦ‬
‫ﺍﻟﻜﻠﻴﺔ‪:‬‬
‫ﺍﻟﺪﻭﻟﺔ‪:‬‬

‫‪Conclusions and‬‬
‫ﺍﻻﻧﺪﻣﺎﺝ ﺍﻟﻮﻇﻴﻔﻰ‪ ،‬ﺇﺩﺍﺭﺓ ﺍﻟﻤﻮﺍﻫﺐ‪ ،‬ﺍﻷﺩﺍﺀ ﺍﻟﻤؤﺳﺴﻰ‪ ،‬ﺑﻨﻚ ﻓﻠﺴﻄﻴﻦ‪ ،‬ﻗﻄﺎﻉ ﻏﺰﺓ‪،‬‬
‫‪Dissertations‬‬ ‫ﻗﻮﺍﻋﺪ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‪:‬‬
‫ﻣﻮﺍﺿﻴﻊ‪:‬‬
‫ﻓﻠﺴﻄﻴﻦ‬
‫‪Recommendations‬‬
‫‪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.‬‬

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 Chapter 6
Conclusions and
Recommendations

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 Chapter 6
Conclusions and Recommendations

6.1 Introduction

This chapter will deal with some results that have been reached by this
research, in addition to suggesting many recommendations that are important from
researcher’s perspective and it can enhance the feel of engagement to employees
working in Bank of Palestine in the Gaza Strip. Finally, some future studies will be
suggested.

6.2 Research Results

The research aimed to investigate the degree of talent management practices

and its various dimensions (attracting, motivating, developing and retaining) in Bank
of Palestine (BOP) in the Gaza Strip, and to examine the degree of organizational
performance and its various dimensions (financial, internal process, customers and
learning and growth), as well as the research aimed to test the mediating role of
employee engagement on the relationship between talent management practices and
organizational performance.
The research’s results were addressed according to research variables and
dimensions studied in this research as follow:

1. Talent Management Variable

- The level of talent management practices is moderate from perspective of the
employees of Bank of Palestine in the Gaza Strip, which indicates that the bank’s
management exert an accepted effort on applying talent management practices.
- Talent management dimensions can be ordered as follow (Talent Attraction, Talent
Development, Talent Retaining and Talent Motivation).

A. Talent Attraction
- The level of Talent Attraction dimension is moderate in Bank of Palestine in the
Gaza Strip, which indicates that the bank’s management need to exert more work
on attracting the top talented employees.

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- There is statistical significant relationship between Talent Attraction and both
organizational performance and employee engagement in Bank of Palestine.
- There is a significant effect of Talent Attraction on both organizational
performance and employee engagement in Bank of Palestine, which refers to the
key role of attracting the top talented and skilled employees in the bank’s
performance.
- The Bank of Palestine in the Gaza Strip possess a strong and compelling
employment brand. However, there is a low interest about using the internal
employee referral programs to hire new employees.

B. Talent Motivation
- The level of Talent Motivation dimension is moderate in Bank of Palestine in the
Gaza Strip, which indicates that the bank’s management need to exert more work
on motivating their employees.
- There is statistical significant relationship between Talent Motivation and both
organizational performance and employee engagement in Bank of Palestine.
- There is a significant effect of Talent Motivation on both organizational
performance and employee engagement in Bank of Palestine, which refers to the
key role of motivating the top talented and skilled employees in the bank’s
performance.
- The Bank of Palestine in the Gaza Strip have a competitive compensation system.
However, there is a lack of offering an attractive non-monetary reward to
employees.

C. Talent Development
- The level of Talent Development dimension is moderate in Bank of Palestine in
the Gaza Strip, which indicates that the bank’s management need to exert more
work on developing their employees.
- There is statistical significant relationship between Talent Development and both
organizational performance and employee engagement in Bank of Palestine.

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- There is a significant effect of Talent Development on both organizational
performance and employee engagement in Bank of Palestine, which refers to the
key role of developing the top talented and skilled employees in the bank’s
performance.
- The Bank of Palestine in the Gaza Strip performs an extensive training and
development programs for their employees. However, the is a lack of giving an
honest feedback for developmental purposes.

D. Talent Retaining
- The level of Talent Retaining dimension is moderate in Bank of Palestine in the
Gaza Strip, which indicates that the bank’s management need to exert more work
on retaining their employees.
- There is statistical significant relationship between Talent Retaining and both
organizational performance and employee engagement in Bank of Palestine.
- There is a significant effect of Talent Retaining on both organizational
performance and employee engagement in Bank of Palestine, which refers to the
key role of retaining the top talented and skilled employees in the bank’s
performance.
- The Bank of Palestine in the Gaza Strip have the ability to retain their best
performers employees. However, there is a need to records and address the reasons
that makes top performers employees leaves the job.

2. Organizational Performance Variable:

- The level of organizational performance is high from perspective of the employees
of Bank of Palestine in the Gaza Strip, which indicates that the bank follows a
systematic plans and programs that enables it to succeed and survive.
- Organizational Performance dimensions can be ordered as follow:
▪ Financial Perspective dimension.
▪ Customers Perspective dimension.
▪ Internal Process Perspective dimension.
▪ Learning and Growth Perspective.

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3. Employee Engagement Variable:
- The level of Employee Engagement is moderate from perspective of the employees
of Bank of Palestine in the Gaza Strip, which indicates that the bank’s management
need to exert more work on engaging their employees.
- There is statistical significant relationship between Employee Engagement and
Organizational Performance dimensions (Financial, internal process, customers
and learning and growth) in Bank of Palestine.
- There is a significant effect of Employee Engagement on Organizational
Performance in Bank of Palestine, which refers to the importance of engaging the
top talented employees in the bank’s performance.
- Employee Engagement mediate the relationship between talent management and
organizational performance in Bank of Palestine, which make engagement as a
facilitator for applying the talent management practices.
- Employees working in the Bank of Palestine in the Gaza Strip are proud on the
work they do. However, they rarely feel getting carried away when they are
working.

4. Results Related to Differences:

- There are no significant differences among respondents in Bank of Palestine
towards the Talent Management dimensions due to (gender, age, educational
qualifications, job level and years of experience).
- There are no significant differences among respondents in Bank of Palestine
towards the Organizational Performance dimensions due to (gender, age and years
of experience). However, there are significant differences referred to (educational
qualifications and job level).
- There are no significant differences among respondents in Bank of Palestine
towards employee engagement due to (gender, age, educational qualifications, job
level and years of experience).

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6.3 Recommendations

Depending on the implications of this research, a number of recommendations

can be introduced to top management and human resource practitioners at Bank of
Palestine in the Gaza Strip as follow:
1. Talent Management Variable
- Keep applying and exerting efforts on the realization and application of effective
talent management practices as they play an important role in the attraction,
motivation, development and retention of top skilled and talented employees.
- The importance of aligning talent management strategy with the organizational
strategic goals.
- Applying the talent management practices may result in desirable outcomes for the
banks such as high levels of employee engagement.

A. Talent Attraction
- working on determining the skills that banks requires to apply the recruitment and
attracting strategies.
- Using the internal employee referral programs widely to bring in new employees.
- Design a more practical hiring system and taking into consideration the “quality of
hire”.
-
B. Talent Motivation
- Motivating employees by applying positive practices such treating employees with
respect, giving them opportunities to develop their careers path and introducing
adequate reward and recognition for special performance.
- Offering an attractive non-monetary reward to employees.
- Deciding compensation on the basis of competence of the employee.

C. Talent Development
- Invest in improving and developing their employees to have a sustain competitive
advantage.
- Continuous giving honest feedback for developmental purposes to employees.
- Transferring expertise from experts to less expert employees.

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D. Talent Retaining
- Treating employees as partners in the work and making them reach the job
satisfaction rise the probabilities for employees to remain in the same job for.
- Recording and addressing the reasons people leave their jobs, especially top
performers.
- Creating a culture that makes employees want to stay with the organization.

2. Organizational Performance Variable:

- The importance of creating control systems that involve financial and non-
financial factors in measuring performance of banks.
- Supporting the developmental policies toward improving the utilization of
resources effectively and efficiently.
- Planning to acquiring new customers through creative initiatives.
- Supporting employee’s participation in decisions making to encourage
administrative creativity.

3. Employee Engagement Variable:

- Managers are advised to emphasize on creating the employee engagement
requirements so that they can overcome the difficulties of implementing talent
management practices.
- Creating a supportive and encouraging environment that facilitate the engagement
of employees in their jobs.

6.4 Limitations

This research was planned to be applied on the local commercial banks working in the
Gaza Strip (Bank of Palestine, Palestine Investment Bank, and Al-Quds Bank),
however the researcher faces many limitations that changed the title and the sample of
the research. The later bank refused to cooperate and did not respond to distribute the
questionnaire on employees due to security reasons. Moreover, the sample of Palestine
Investment Bank (6) employees was too small compared to the sample of Bank of
Palestine (185) which make the researcher to change the nature of the research to a
case study of Bank of Palestine.

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 6.5 Future Research

1. The research was applied in Bank of Palestine in the Gaza Strip only, which affects
the generalization of research findings.
2. The research was implemented in banking sector which can be extended to other
sectors working in the Gaza Strip.
3. It is recommended to use other methodologies such as qualitative research and
focus groups.
4. It is suggested to research the following relationships:
• The mediating effect of employee engagement on the relationship between
talent management and retention.
• The mediating effect of organizational commitment on the relationship
between talent management and organizational performance.
• The mediating effect of organizational citizenship behavior on the relationship
between talent management and organizational performance.

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