Mohammed Y.A. Alsabbah et al./ Elixir Org. Behaviour 113 (2017) 49361-49365 49361 1. Introduction The concept of the Human Resource Management (HRM) emerges not only from the review of the literature but also from practitioner-related activities worldwide (Ivo, 2006). The authors examined HRM from the perspective of outcomes of organizations by utilizing HRM to reach their strategic goals (Beardwell & Claydon, 2004) and to gain a source of competitive advantage (Barney, 1991; Ghebregiorgis & Karsten, 2007). HRM is a proactive process, as it involves the continuous development of policies for the purpose of improving an organization’s workforce (Dessler, 2004; Franklyn, 2006). Usually, conventional HRM is considered the most suitable employee management practices for the public sector organizations. However, HRM practices are considered to be the most challenging aspects for developing countries (Khilji, 2013). Accordingly, these HRM practices should be deemed an essential part of any research conducted in the field of the developing countries. Therefore, the current study focuses on HRM practices due to their relevant importance for the organizations of the developing countries. Importantly, the current study considers the HRM practices within the Palestinian National Authority (PNA) that may lead organization success as well as, could lead to employee competence and improved level of employee performance. 2. Background of this Study From the historical viewpoint of Palestine, the twentieth century has been marked by a long-term military occupation (PCDCR, 2008). The West Bank and the Gaza Strip form parts of Palestine. The Israelis occupied the West Bank and the Gaza Strip territories in 1967 and they continued the occupation of these territories from that time until Oslo Agreement in 1993. Based on the Oslo Agreement, the Palestinian National Authority (PNA) was established in 1994 to govern the West Bank and the Gaza Strip. The PNA governs a combined area of about 6000km². The population of the Palestinian territories is approximately 4 million (Palestinian Center Bureau statistics, 2016). The population in the West Bank is about 2.5 million, and in Gaza it is about 1.5 million (World Bank, 2015; PCDCR, 2016). According to the main body of information collected from the Palestinian General Personnel Council records in Gaza (GPC, 2013), the total number of all employees within PNA ministries are 23648. However, those employee servicing 1.5 million population in different kind of services within 24 civil organizations.In general, PNA organizations and it is employees are working under critical condition. The economy of Palestine is small, as the country is poorly developed and is extremely dependent on Israel, further making the Palestinian economy becoming increasingly less sustainable.Furthermore, Palestine is not rich with economic resources (World Bank, 2013). For the existing PNA organizations, the land is limited, due to the Israeli settlements within the PNA territories occupying an important part of the PNA territories. Furthermore, Israel army imposes constraints on the use of local raw materials. Therefore, there are shortages of the main economic resources and this is combined with the occupation restrictions cause serious economic problems (World Bank, 2013; CPDE Global Synthesis Report, 2015; Al-Madhoun & Analoui, 2003; The Palestinian State Audit and Administrative Control Bureau, PCDCR, 2016). Tele: E-mail address: mhsabah@hotmail.com © 2017 Elixir All rights reserved ARTICLE INFO Article history: Received: 07 November 2017; Received in revised form: 16 December 2017; Accepted: 26 December 2017; Keywords HRM Practice. HRM Practice in the Palestinian National Authority: A Literature Review Mohammed Y.A. Alsabbah, Hazril Izwar Ibrahim and Khalil Shaqfa School of Management, Universiti Sains Malaysia, Penang. ABSTRACT The current study considers the HRM practice as it represents an essential practice for the organizations of developing countries and importantly, it is the most basic approach of HRM practice for the public sector. The current study focuses on HRM practices due to their relevant importance for the organizations of the developing countries. Similar to public sector organizations, PNA organizations employed those particular HRM practice that are similar to public sector organizations practice. PNA organizations really employed those necessary HRM dimensions which generally conducted in similar developing countries organizations. HRM practices are considered to be the most challenging aspects for developing countries. PNA organizations were established to provide services for citizens, to achieve the goals of the PNA. The PNA organizations have been operating under difficult conditions and have established their unique characteristics. Thus, the HRM practices in Palestine has become unique, and a challenging experience. Thus, it becomes clear that the success of the PNA organizations depends on its ability to realize a sustainable HR. Accordingly, the solution to these PNA challenges commences with well-defined HRM processes. © 2017 Elixir All rights reserved. Elixir Org. Behaviour 113 (2017) 49361-49365 Organizational Behaviour Available online at www.elixirpublishers.com (Elixir International Journal)