Abstract:
The study aimed to investigate the role of institutional governance in the performance of human resources in the Palestinian Ministry of Finance. The researcher employed the descriptive analytical method due to its suitability for the study. A data collection tool (questionnaire) was developed and distributed to a proportionate stratified random sample of 259 individuals from the study population within the Ministry. The data were analyzed using the Statistical Package for the Social Sciences (SPSS).
The results of the study revealed that the application of institutional governance in the Palestinian Ministry of Finance was rated high in the dimensions of transparency, accountability, and responsiveness, while it was rated moderate in the dimensions of integrity, justice, and participation. The overall response rate was moderate, with a percentage of 65.6%. The level of human resource performance in the ministry was rated high, with a percentage of 74.3%. The study also found a statistically significant effect of institutional governance, with its components (justice, transparency, accountability, participation, integrity, and responsiveness), on human resource performance across its dimensions (quantity of performance, quality of performance, and job commitment). Additionally, no statistically significant differences were found in the respondents’ average responses regarding institutional governance or human resource performance attributable to demographic variables (gender, age, educational qualification, job title, and years of experience).
The researcher proposed several recommendations that could benefit decision-makers in the Ministry, including involving employees in decision-making processes through the formation of joint task forces across different departments, organizing periodic strategic planning workshops with participation from employees at all job levels, and enhancing professional development in the Ministry by allocating flexible working hours to encourage self-learning among employees.
