This study examined the impact of various aspects of human resource planning on the development of core competencies in government agencies in the State of Qatar. The study adopted a descriptive analysis approach and used a structured questionnaire distributed to human resource professionals in government agencies. A total of 120 questionnaires were distributed and 103 valid questionnaires were collected. Statistical analysis using SPSS showed a statistically significant positive correlation between human resource planning and the development of core competencies, especially through practices related to retention, recruitment and selection, performance management, and training and development. The results indicate that greater institutional efforts are needed to strengthen core competency building initiatives. The study also recommends the development of a performance evaluation system appropriate to the functions of the agency and the integration of advanced technologies, including artificial intelligence, into a comprehensive national human resource strategy.
Abu Al-Nasr, M. (2017). Human resources training and its impact on job performance. Amman: Dar Al-Masira.
Abu Al-Qasim, A. (2004). Organizational behavior and group competencies. Cairo: Dar Al-Fikr Al-Arabi.
Al-Abadi, R. (2017). Human Resource Management Strategies and Their Impact on Core Competencies: An Applied Study in Jordanian Commercial Banks [Master's thesis, Middle East University].
Al-Ali, M. (2020). Public sector reform and smart governance in Qatar: Opportunities and challenges. Qatar Development Review, 15(2), 22–34.
Al-Harthy, M., & Weir, D. (2019). Strategic human resource development in the Gulf region: A conceptual review. Middle Eastern Journal of Management, 6(3), 213–227.
Al-Jabrah, A. (2016). The Impact of Human Resource Management Practices on Building Core Competencies in the Jordanian Specialty Hospital: A Case Study [Master's thesis, University of Jordan].
Al-Kharabsheh, A. (2015). Obstacles to institutional development in Arab public sector organizations. Arab Administrative Development Journal, 42(3), 133–150.
Al-Khafaji, R. (2021). Human Resource Planning and Competency Frameworks: A Strategic Approach. International Journal of Management Studies, 9(1), 48–61.
Al-Mubaideen, A., & Al-Awadah, S. (2005). The importance of retaining human capital in Arab organizations. Jordanian Journal of Administration, 18(2), 39–47.
Al-Shara’ah, H., & Al-Tarawneh, S. (2011). Training and Development in Human Resource Management. Amman: Dar Wael Publishing.
Aslam, H. D., Muqadas, F., & Imran, M. K. (2013). Implementation of HR planning: A case of public sector in Pakistan. Asian Journal of Business and Management Sciences, 2(11), 46–59.
Barney, J. B., & Wright, P. M. (1998). On becoming a strategic partner: The role of human resources in gaining competitive advantage. Human Resource Management, 37(1), 31–46.
Elbaz, R. (2019). The Role of Human Resource Planning in Achieving Competitive Advantage in the Egyptian Tourism Sector. Journal of Human Resource and Sustainability, 11(2), 84–95.
Enginoglu, D., & Arikan, C. (2016). Core competencies: A strategic tool for achieving superiority in competition. International Journal of Business Strategy, 16(3), 120–134.
General Secretariat for Development Planning. (2008). Qatar National Vision 2030. Doha: State of Qatar.
Grant, R. M. (1996). Toward a knowledge-based theory of the firm. Strategic Management Journal, 17(S2), 109–122.
Hamid, R., Salleh, K., & Mustapha, R. (2022). Strategic human resource planning and performance: Evidence from public organizations in Southeast Asia. International Journal of Human Resource Studies, 12(1), 123–145.
Hastjarjo, T. D., Prasetyo, M. B., & Wulandari, S. A. (2016). Core competencies as value creation tools. International Journal of Business and Innovation, 3(2), 15–21.
Hutchings, K., Zhu, C. J., Cooper, B. K., Zhang, Y., & Shao, S. (2010). Perceptions of the HRM function among professionals in China: Evidence from state-owned and multinational enterprises. The International Journal of Human Resource Management, 20(11), 2454–2471.
Jabbouri, N. I., & Zahari, I. (2014). The role of core competencies on organizational performance: An empirical study in the Iraqi private banking sector. European Scientific Journal, 10(10), 130–147.
Katawneh, S., & Osman, I. (2014). Competence, communication, and development. Jordanian Journal of Human Development, 9(2), 375–386.
Koay, S. L. (2011). Competence management: A conceptual framework. Asian Journal of Business Management, 3(2), 11–16.
Lepak, D. P., & Snell, S. A. (2007). The human resource architecture: Toward a theory of human capital allocation and development. Academy of Management Review, 24(1), 31–48.
Lin, C., Chen, W., & Lai, P. (2012). A study on the relationship between human resource management strategies and core competencies. International Journal of Business and Social Science, 3(15), 183–191.
Ljungquist, U. (2007). Core competency beyond identification: Presentation of a model. Management Decision, 45(3), 393–402.
Mansaray, H. E. (2019). The role of human resource planning in developing sustainable human capital. International Journal of Business and Management Research, 7(3), 110–120.
Masnou’a, S. (2012). Competencies and organizational performance. Damascus: Syrian Scientific Press.
Pollitt, C., & Bouckaert, G. (2017). Public Management Reform: A Comparative Analysis – Into the Age of Austerity (4th ed.). Oxford: Oxford University Press.
Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 68(3), 79–91.
Salami, A. (2014). The role of core capabilities in strategic public management. Algiers: Algerian Institute of Management.
Saleh, A., & Al-Salem, K. (2009). Human Resource Planning and Recruitment in Arab Organizations. Kuwait: Arab Institute for Planning.
Saragih, S., Lubis, H., & Kadir, I. (2021). Human resource development through capacity building to increase company productivity. Journal of Business Administration Studies, 5(4), 44–55.
Sharifi, H., & Duli, B. (2009). Organizational learning and behavior: A behavioral approach. Journal of Organizational Studies, 1(1), 9–18.
Sinambela, L. P., Arifin, H., & Nadeak, B. (2022). The strategic importance of HR planning in achieving organizational goals. International Journal of Human Capital Development, 4(1), 28–39.
Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319–1350.
Uysal, G. (2007). Core competencies and strategic management: A case from Turkish tourism sector. Journal of Global Strategic Management, 2(1), 1–8.
Wang, Y., & Zhang, H. (2022). The role of core HR competencies in achieving organizational excellence. Journal of Human Capital Research, 8(2), 55–68.
Wright, P. M., & McMahan, G. C. (2011). Exploring human capital: Putting ‘human’ back into strategic human resource management. Human Resource Management Journal, 21(2), 93–104.
Zhang, Y., Yu, Q., & Lin, Y. (2019). Linking HRM strategies and core competencies in manufacturing: Evidence from Taiwan. Asian Management Journal, 10(3), 221–239.
Thani, N. B. H. Al, Kamri, N. B., & Abughazaleh, M. F. (2025). Human Resource Planning and Core Capabilities in Government Agencies in the State of Qatar. International Journal of Academic Research in Business and Social Sciences, 15(5), 1230–1248.
Copyright: © 2025 The Author(s)
Published by Knowledge Words Publications (www.kwpublications.com)
This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode