islamic work ethics and organzation culture
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ISLAMIC WORK ETHICS, ORGANIZATIONAL CULTURE AND
ORGANIZATIONAL COMMITMENT: A STUDY OF EMPLOYEES
AT MAJLIS AMANAH RAKYAT
A thesis submitted to the Graduate School in partial fulfillment of the requirements for
the degree Master of Human Resource Management,
Universiti Utara Malaysia
By
Nor Nazliyah Binti Zainol
PERMISSION TO USE
In presenting this thesis in partial fulfillment of the requirement for Postgraduate degree
from Universiti Utara Malaysia, I agree that the University Library may it freely available
for inspection. I further agree that permission for copying this thesis in any manner, in a
whole or in part, for scholarly purposes may be granted by my supervisor or, in their
absence, by the Dean of COB. It is understood that any copying or publication or use of
this thesis or part thereof for financial gain shall not be allowed without my written
permission. It is also understood that the recognition shall be given to me and to
Universiti Utara Malaysia for any scholarly use which may be made of any material from
my thesis.
Requests for permission to copy or to make other use of materials in this thesis, in whole
or in part shall be addressed to:
Dean
College of Business (COB)
Universiti Utara Malaysia
06010 Sintok, Kedah
ABSTRAK
Kajian ini bertujuan untuk mengenalpasti hubungan antara etika kerja Islam, budaya
organisasi dan komitmen organisasi di kalangan pekerja MARA yang beroperasi di Perlis
dan Kedah. Kajian ini terhasil berikutan kekurangan kajian yang berkaitan dengan etika
kerja dan budaya terhadap komitmen terutama di dalam persekitaran Malaysia. Melalui
kajian ini, etika kerja Islam dan budaya organisasi telah diukur untuk membuktikan
bahawa ianya dapat mempengaruhi komitmen pekerja terhadap organisasi masing –
masing. Borang kaji selidik mengandungi empat (4) bahagian ke semuanya iaitu bahagian
demografik termasuk umur, jantina, bangsa, pendidikan, tempat asal dan status
perkahwinan. Manakala bahagian lain adalah tentang etika kerja Islam, budaya
organisasi, dan komitmen organisasi. Data dianalisa menggunakan SPSS versi 12 dan
Model Persamaan Struktur (SEM) melalui perisian AMOS versi 4.
ABSTRACT
The purpose of this study was to review the relationship of Islamic Work Ethic,
Organizational Culture and Organizational Commitment among staff in MARA Perlis
and Kedah. This study due to the lack of previous study regarding both Islamic Work
Ethics and culture on commitment especially in Malaysia environment. From this study,
Islamic work ethics and organizational culture were measured to prove whether they can
influence employees’ commitment towards their organization. Questionnaire contain of
four (4) sections which are demographic characteristic, Islamic work ethics,
organizational culture and organizational commitment. The data analyzed by using SPSS
12 and Structural Equation Modeling (SEM) via AMOS version 4.
ACKNOWLEDGEMENT
“Syukur Alhamdullilah!”
For at last I have managed to complete the thesis on time. I wish to express my deepest
gratitude to my supervisor, Dr. Norazuwa Binti Mat for her guidance, support,
encouragement, critics, and valuable advice throughout the whole process of the thesis.
She has generously allocated and share her time to enable me completing this study
especially guide me in statistical analysis.
My heartfelt thanks to my mother for her endless support and love as give me a strength
to complete my study. I really appreciated it till the rest of my life. Thanks you to my
other family and friends for encouragement and support during my study.
Thank you very much. May Allah bless us!
TABLE OF CONTENTS
Permission to use
Abstrak
Abstract
Acknowledgement
List of tables
List of figures
List of abbreviation
CHAPTER ONE: INTRODUCTION
1.1 Background of study 1
1.2 Purpose of study 3
1.3 Problem statement 3
1.4 Research objectives 7
1.5 Research questions 7
1.6 Significance of study 7
1.7 Scope of study 9
1.8 Assumption 9
1.9 Definition of key term
1.9.1 Organizational Commitment 10
1.9.2 Islamic Work Ethics 10
1.9.3 Organizational Culture 11
1.10 Organization of Remaining Chapters 12
CHAPTER TWO: LITERATURE REVIEW
2.0 Introduction 13
2.1 Organizational Commitment 13
2.2 Work Ethics 18
2.3 Islamic Work Ethics 19
2.4 Organizational Culture 24
2.5 The Link between Islamic Work Ethic and Organizational
Commitment 28
2.6 The Link between Organizational Culture and Organizational
Commitment. 29
2.2 Research model / framework 33
2.3 Conclusion 34
CHAPTER THREE: METHODOLOGY
3.0 Introduction 35
3.1 Research design
3.1.1 Type of Study 35
3.1.2 Unit of Analysis 35
3.2 Data Collection Procedure 36
3.3 Instrumentations 36
3.4 Data Analysis Techniques 40
CHAPTER FOUR: FINDINGS
4.0 Introduction 42
4.1 Demographic Characteristics 42
4.2 Measurement Model (CFA) 47
4.2.1 Measurement Model for Islamic Work Ethics 47
4.2.2 Measurement Model for Organizational Culture 49
4.2.3 Measurement Model for Organizational Commitment 52
4.3 Reliability Analysis of The Measures: Cronbach’s Alpha 54
4.4 Structural Model 56
4.5 Conclusion 62
CHAPTER FIVE: DISCUSSION, CONCLUSION AND RECOMMENDATIONS
5.0 Introduction 63
5.1 Discussion 63
5.2 Conclusion 67
5.3 Recommendations 69
5.4 Suggestion for Future Research 69
REFERENCE 72
APPENDICES
Questionnaires 80
LIST OF TABLES
Table 4.1 Frequency Distribution: Gender 44
Table 4.2 Frequency Distribution: Marital Status 42
Table 4.3 Frequency Distribution: Location (Place of Origin) 45
Table 4.4 Frequency Distribution: Education 46
Table 4.5 Goodness of Fit Index (GOF): IWE 47
Table 4.6 Goodness of Fit Index (GOF): Organizational Culture 51
Table 4.7 Goodness of Fit Index (GOF): Organizational Commitment 52
Table 4.8 Reliability Analysis for the Study 54
Table 4.9 Goodness of Fit Index (GOF): Structural Model 58
Table 4.10 Structural Model Test – Estimation Value 59
LIST OF FIGURES
Figure 1.1 Theoretical Framework of Relationship between Islamic
Work Ethic, Organizational Culture And
Organizational Commitment. 33
Figure 4.1 Frequency Distribution: Age 43
Figure 4.2 Measurement Model for Islamic Work Ethics 48
Figure 4.3 Measurement Model for Organizational Culture 50
Figure 4.4 Measurement Model for Organizational Commitment 53
Figure 4.5 Structural Models 56
LIST OF ABBREVIATION
AMOS Analysis of Moment Structures
CFA Confirmatory Factor Analysis
CFI Comparative Fit Index
DF Degree of Freedom
GOF Goodness of Fit Index
IWE Islamic Work Ethic
MARA Majlis Amanah Rakyat
NFI Normed Fit Index
RMSEA Root Mean Square Error of Approximation
SEM Structural Equation Modeling
TLI Tucker – Lewis Index
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CHAPTER 1
INTRODUCTION
1.1 Background of Study
Organizational commitment becomes crucial in every organization and has been studied
in the public, private, and non-profit sector, and more recently internationally. This is in
part due to the vast number of works that have found relationships between
organizational commitment and attitudes and behaviors in the workplace (Porter et al.,
1974). According to Allen and Meyer (1996), there is a psychological link between an
employee and his or her organization that makes it less likely that the employee will
voluntarily leave the organization. As a result, employees with strong organizational
commitment continue employment with the organization because they want to do so
(Ghani et al., 2004).
However, commitment is not stand by itself without conduced by other variables.
According to a researcher (Randall & Cote, 1991; Fodor, 1990), work ethic can induce
employees to be highly involved in their jobs. Whilst, for Islamic organization,
implementation of Islamic work ethic seems become essential to build commitment
among employees naturally. Ahmad (1976) argued that the Islamic work ethic stands not
for life denial but for life fulfillment and holds business motives in the highest regard.
Consequently, it is more likely that those who believe in Islam and practice it tend to be
more committed to their organizations and presumably more satisfied with their jobs.
2
Besides work ethic, another important thing that comes under consideration which
influences organizational commitment is organizational culture. In today organization
environment, corporate culture is used as powerful tools to quantify the way a business
functions (Gray et al., 2003). Research has confirmed that corporate culture is able to
influence the thoughts, feelings, interactions, and performance in organizations (Saeed &
Hassan, 2000).
Establishing the correct and appropriate corporate culture is an essential process of
managing an organization whether in private or public sectors. Organizational culture, or
corporate culture, comprises the attitudes, experiences, beliefs and values of an
organization. It has been defined as the specific collection of values and norms that are
shared by people and groups in an organization and that control the way they interact
with each other and with stakeholders outside the organization. Organizational values are
beliefs and ideas about what kinds of goals members of an organization should pursue
and ideas about the appropriate kinds or standards of behavior organizational members
should use to achieve these goals. From organizational values develop organizational
norms, guidelines or expectations that prescribe appropriate kinds of behavior by
employees in particular situations and control the behavior of organizational members
towards one another.
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1.2 Purpose of Study
The purpose of this study is to review the relationship between Islamic work ethics
(IWE), organizational culture and organizational commitment among the employees in
Malaysia, generally.
1.3 Problem Statement
Organizational commitment has served as a major construct of research for investigating
the ties that bind someone to a particular occupation in a particular organization.
Although several distinct dimensions of commitment have been found, all of them
represent a binding force that inspires individuals to actions that are relevant to both the
organization and the individual (Meyer & Herscovitch, 2001). This binding force is the
perceived reason for taking part in a course of action, and can, possibly, be helpful for
answering questions about the working life of individuals. Therefore, research on
commitment can help employer or employee understand organizational considerations on
strategy and goals. It is of strategic importance to understand why members of an
organization join a team and do their work, in order to understand and even predict
reactions to managerial actions. So, commitment can provide a useful frame of reference
for understanding human behavior for both individuals and organizations.
However, in developing and maintaining the commitment between employees and
organization, it was measured by some variables. These variables should put in front and
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classified it as something that must have in every organization. Work ethics is an
important for organization to be practiced by employees. But in Islamic community
practicing work ethic according to Quran and Sunnah are must in order to get reward
from God in hereafter. While culture, also drive peoples in organization to voluntary stay
and loyal. But, those elements sometimes being ignore by peoples in lots of organization.
The work ethics, as we know today, is a secularized construct derived from Max Weber
which is written in his writing more than 100 years ago. Protestant work ethics has been
widely used as an explanation for the successful of capitalism in Western (Hill, 1995),
even though Islam has emerged globally but Muslim societies are very much influenced
by Western work ethics, and Malaysia is not exceptional.
When involves with religion perspective in work ethics, Western researchers overlooked
about this type of study. This is because they have negative connotation with Islamic
ethics (Ali, 2001). This could be due to the 9/11 tragedy on 2001 and have a bad feeling
towards Islamic thought till today. Besides, the lacked of study of work ethic from
Islamic perspectives was due to inaccessible because the management scholars have no
ready access to the wealth of literature in Islam pertaining to business and management
(Ali & Al Owaihan, 2008).
In reality, Islam offered varieties of knowledge and thought including work ethics. The
values of ethic in Islam are higher than other religions and their thought. According to
Mafunisa (2000), Islam contributes to the development of positive work ethic among
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public service as it encourages its followers to work hard and promoting the “merit”
principle. One thing that differentiates Islam and other religions regarding work ethic is
intention towards responsibility of work. In Western work ethics (developed from
Protestant work ethics) people receive their rewards while they are still alive but Muslim
with positive work ethics’ practiced not even gain their rewards today but still calculate
in hereafter.
Besides Islamic work ethics (IWE), organizational culture also can be seen as a tool to
accommodate a lacking in commitment of organization environment. That is why
understanding an organization culture is very important and not just in order to protect
one’s life and limb (Linn, 2008). Culture is a very powerful force at the workplace which
is consciously and deliberately cultivated and is passed onto the incoming employees. It
reflects the true nature and personality of an organization. According to Baker (1980),
good cultures are characterized by norms and values supportive of excellence, teamwork,
profitability, honesty, a customer service orientation, pride in one’s work, and
commitment to the organization. Most of all, they are supportive of adaptability – the
capacity to thrive over the long run despite new competition, new regulations, new
technological developments, and the strains of growth.
To date, there is little formal study on Islamic work ethics (IWE) and organizational
culture to relate its relationship with organizational commitment among employees in
private and government sector especially in Malaysian context. This study is timely and
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necessary to form the baseline for future research after planned changes occur and its
relation with organizational commitment.
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1.4 Research Objectives
This study has two specific objectives which are:
(a) To analyze the impact of Islamic work ethics (IWE) on organizational
commitment.
(b) To determine organizational culture influence on organizational commitment.
1.5 Research Questions
This study will initially be guided by the following questions:
(a) Does Islamic work ethics affect organizational commitment?
(b) Does organizational culture affect organizational commitment?
1.6 Significance of Study
This study is designs to review the relationship between IWE, organizational culture and
organizational commitment among employees at MARA. This study hopefully will
reveals the advantageous of promoting and practicing the IWE in modern world
especially when involves with Muslim itself. At the same time, the practicing a positive
organizational culture will derive productivity and performance in organization.
When organization especially in Islamic countries implements IWE among their
employees, perhaps it could be a role model for Western countries or non Islamic
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organization. This is because IWE is derived from Quran and Sunnah which is the
superior reference compared with other religious ethics.
From this study, IWE can have positive influences towards employee’s commitment and
at the same time drive the performance of organization. The design of the study is
descriptive survey study. This study is design to analyze the relationship between IWE,
organizational culture and organizational commitment in Majlis Amanah Rakyat
(MARA) at Perlis and Kedah state. The findings of the study will be solely based on
statistical data and evidence from the previous study to support the results.
Therefore, it was also assumed that this study would be of interest to the related
personnel. The research would have a significant contribution (directly or indirectly) as
follows:
(a) The success of the implementation of these elements will lead to clear
application of concept to both parties, MARA / employees in achieving win –
win situation.
(b) The findings produced from this study will draw a basis and starting point to
be as reference to other researcher in this institutional or be practice by
organizations.
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1.7 Scope of Study
This study primarily designs to review the relationship of IWE, organizational culture
and organizational commitment among Malay and Muslim employees in Malaysian
environment, specifically among Majlis Amanah Rakyat (MARA) employees in Perlis
and Kedah state.
1.8 Assumption
A researcher assumes that all respondents at Majlis Amanah Rakyat (MARA) answer all
the questions sincerely. Another assumption is all respondent fully understand and aware
the purpose and objectives of this study.
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1.9 Definition of Key Term
1.9.1 Organizational Commitment
There are many interpretations from scholar pertaining organizational commitment.
According to Marsh and Mannari (1977), commitment is a committed employee
considers it morally right to stay in the company, regardless of how much status
enhancement or satisfaction the firm gives him or her over the years. Meanwhile,
Sheldon (1971) defined commitment as attitude or an orientation toward the organization
which links or attaches the identity of the person to the organization. However, Allen and
Meyer (1990) were defined it as psychological state that binds the individual to the
organization (i.e. makes turnover less likely). This definition will be used in the current
study.
1.9.2 Islamic Work Ethics
The concept of IWE has its origin in the Quran, the sayings and practice of Prophet
Mohammed. For instance, Quran often speaks about honesty and justice in trade and it
calls for an equitable and fair distribution of wealth in the society. The Quran also
encourages humans to acquire skills and technology, and highly praises those who strive
in order to earn a living.
According to Yousef (2000), IWE emphasizes justice and generosity in the workplace
and it views engagement in economic activities as an obligation. The IWE views
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dedication to work as a virtue. Sufficient effort should go into one’s work, which is seen
as obligatory for a capable individual. According to Yousef (2000) again IWE
emphasizes cooperation in work and stress creative work as a source of happiness and
accomplishment.
1.9.3 Organizational Culture
Organizational culture was defined by Ruben and Stewart (1998) as the sum of an
organization's symbols, events, traditions, standardized verbal and nonverbal behavior
patterns, folk tales, rules, and rituals that give the organization its character or
personality. From their previous study note that organizational cultures are central aspects
of organizations and serve important communication functions for the people who create
and participate in them. These functions include providing employees with a sense of
individual and collective identity, contributing to the establishment of structure and
control within the organization, aiding the socialization of employees through learning
about the customs and traditions of the organization, and fostering cohesiveness among
employees.
Meanwhile, Schein (1997) defined organizational culture as a pattern of shared basic
assumptions that the group learned as it solved its problems of external adaptation and
internal integration, that has worked well enough to be considered valid and, therefore, to
be taught to new members as the correct way you perceive, think, and feel in relation to
those problems.
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1.10 Organization of Remaining Chapters
This study consists of five chapters. Chapter one provided an introduction to the topic to
be studied, purpose of the study, problem statement, objectives of the study, research
questions, significant of the study, scope of study, assumptions and definition of key
term.
Chapter 2 offers a review of related literature review, research model / framework,
definition of term (variable). Under this chapter the link between IWE, organizational
culture and organizational commitment were verified including the hypotheses. Chapter
3 explains the research approach methodology adopted. In this chapter it includes with
data collection procedure, instrumentations and also data analysis techniques..
The findings of study are presented in Chapter 4. This chapter explained the data obtain
from selected organization. While, conclusion reported on the last chapter which is
Chapter 5. This chapter discusses the conclusion, recommendation and suggestions for
future research.
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CHAPTER 2
LITERATURE REVIEW
2.0 Introduction
Chapter two offers a literature review on issues related to work ethic, IWE,
organizational culture and organizational commitment. The link between IWE and
organizational commitment, and a link between organizational culture and organizational
commitment including hypotheses also offered in this chapter. Then, it is followed by
theoretical framework.
2.1 Organizational Commitment
Organizational commitment emerged in the 1970's and 1980's as a key factor of the
relationship between individuals and organizations (Mowday et al. 1982). Commitment
can thus be defined as an expression of subjectivity - an attitudinal act in which a person
feels entrusted to act in an ethical mode of being (Morrigan, Badham & Garrety, 2003).
But, according to Porter et. al. (1974), commitment is the strength of an individual’s
identification and involvement with a particular organization, characterized by three
factors which is, (a) a strong belief in and acceptance of the organization’s goal and
values; (b) a willingness to exert considerable effort on behalf of the organization; and (c)
definite desire to maintain organization membership.
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Meyer (1990) suggested, commitment is seen as a negative indicator of turnover. Their
research also made an important contribution towards defining the three components of
organizational commitment.
Employees with full of commitment will make them stay and loyal to their job and
organization. Yuksel (2000) also considered the organizational commitment as a process
which includes loyalty in the employer, endeavoring for the sake of organization’s
benefaction and success. It’s was closely similar with Mathieu and Zajac (1990) in their
study where organizational commitment is a work attitude that is directly related to
employee participation and intention to remain with the organization and is clearly linked
to job performance. Again, according to Koh and Boo (2004), investigating
organizational commitment is important and useful to organization leaders as
organizational commitment has been found to affect other organizational outcomes,
including turnover intentions and company sales and profitability.
In particular, little empirical research has examined the impact of organizational culture
on outcomes that have otherwise attracted considerable and consistent attention in the
organizational and management literatures, including organizational commitment, job
satisfaction, and propensity to remain with (or leave) the organization (Chow, Harrison,
Mc Kinnon & Wu, 2001).
Mowday, Porter, and Steers (1982) defined organizational commitment as the relative
strength of an individual’s identification with and involvement in a particular
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organization. As the results, in order to achieve organizational commitment, employers
need to help their employees’ value involvement in the organization. The more the
employees’ value being part of the organization, the more likely they are to stay with the
organization (Boon & Arumugam, 2006).
Meanwhile, Celep (2000) identified that organizational commitment is beyond the formal
and normative expectations of an organization and emphasized on the behaviors of an
individual’s towards the organization goal and value. Generally, organizational
commitment refers to the attachment, emotionally and functionally to one’s place of work
(Elizur & Koslowsky, 2000) and towards goal and values of organization (Buchanan,
1974). But the most widely adopted definition by researchers in eighties and early
nineties was the definition promoted by Mowday et. al (1982). According to this author,
organizational commitment should be perceived as the relative strength of an individual’s
identification with the involvement in a particular organization.
There are some valuable research findings pertaining to the influence of organizational
commitment on lots of variables including worker attitudes and performance.
Organizational commitment was found to be associated positively with job satisfaction of
employees (Glisson & Durick, 1988; Mowday et al., 1979; Porter, Crampon & Smith,
1976; Porter, Steers, Mowday & Boulian, 1974). In a more specific study, it was found
that where there was no conflict between organizational loyalty and professional
standards among a sample of accounting professionals, organizational commitment
correlated positively with job satisfaction (Norris & Niebuhr, 1983).
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From his research, Giap (1996) found that there were significant and positive correlations
between organizational commitment, job involvement and employee self evaluated
performance. The latest study from Sajid and Mohammad (2008) proved that career
opportunities and work life policies in IT professionals are significantly correlated with
organizational commitment, while job characteristics do not determine their
organizational commitment.
In organizations, important variables which is suit or hand to hand with organizational
commitment is work Islamic ethics and organizational culture. According to study by
Lok and Crawford (2003), innovative and supportive cultures, and a consideration
leadership style, had positive effects on both job satisfaction and commitment, with the
effects of an innovative culture on satisfaction and commitment. While Silverthorne
(2004) in these findings indicates that organizational culture plays an important role in
the level of job satisfaction and commitment in an organization. In another study, the
finding was pointed out that organizational culture moderates the relationship between
leadership behavior and job satisfaction, and organizational commitment (Yousef, 2000).
The results of Boon and Arumugam (2006) study were revealed that communication,
training and development, reward and recognition, and teamwork (organizational culture
dimensions) are positively associated with employees’ commitment.
According to Meyer and Allen (1991), organizational commitment is a multidimensional
construct comprising three components which are affective, continuance and normative.
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Affective commitment has been defined as an employee’s emotional attachment to
identification with and involvement in the organization. Employees with a strong
affective commitment will remain in the organization because they want to. Continuance
commitment on the other hand has to do with one’s awareness of the costs associated
with leaving the present organization. Employees whose commitment is in the nature of
continuance will remain in the organization because they have to. The third component,
normative commitment has to do with feeling of obligations to the organization based on
one’s personal norms and values. Employees whose commitment to the organization is
said to be of the normative type remains in the organization simply because they believe
they ought to.
Meyer, Allen, and Smith (1993) in their previous study have presented empirical
evidence for a three dimension view of occupational commitment drawn from a parallel
structure they used for organizational commitment (Meyer & Allen, 1991). These three
dimensions for occupational commitment were namely; affective, continuance, and
normative. According to Yew (2006), organizational commitment is a multidimensional
construct that involves the three dimensions. As explained before, affective commitment
is a person’s emotional attachment to their occupation. Employees with strong affective
commitment remain with the occupation because they feel an emotional attachment to it.
Continuance commitment involves the individual’s assessment of the cost associated with
leaving one’s occupation.
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2.2 Work Ethic
Belief about work ethic differs across time and countries. Scholar began to show an
interest in the subject after Max Weber publicized the role of work ethic in accumulating
wealth and the rise of capitalism (Ali, 2007). Cherrington (1980) concluded that the
essence of work ethic that derived from Weber theory contains element of hard work,
long hours with little or no time for leisure, pride in work and a job well done, an
orientation toward achievement as well as acquired wealth, along with frugality, thrift
and wise investment. All the elements were practicing by organization in Western world
and also were followed by Islamic regions itself.
Boatwright and Slate (2000) defined work ethics in two ways. First, work ethics were
defined by the extent to which participants responded to work ethic items in term of their
importance in the participants’ views. Secondly, they defined by the work ethic values
responded to by participants.
The relationship between work ethic and organizational commitment has received
considerable attention in the commitment literature (Yousef, 2001). Such interest might
be referring to the belief that work ethics facilitate employees’ attitude towards hard work
and the organization they work.
While the evolution of work ethic and the meaning of work in the Western world may
correspond to the nature of the European society and its held values and beliefs, one
19
should not overlook the fact that other societies have their own work ethics and beliefs.
This statement is true when it’s refer to Islamic civilization and belief. Ali and Al
Owaihan (2008) in their study stated that since the early days of Islam, in particular,
Muslims have offered unique perspectives on work and have formulated specific
conceptualization of work ethic.
2.3 Islamic Work Ethic
Many peoples did not realize that Islamic work ethics (IWE) as the perfect practice of
work ethic in organizational units compared with other belief and civilization because the
words come from God, not an ordinary human.
Islam, unlike many other religions, is an all-encompassing creed; it governs every aspect
of life, public and private, political and economic, and as such is relevant to business
activities. In other words, there is no separation between worldly and religious aspects of
life (Tayeb, 1997). The IWE became part of Islamic thought which beneficial to ever
human kind.
The concept of an IWE derived from the Quran and the teaching of the Prophet
Muhammad. The Quran instructs the faithful that involvement and commitment to work
and not allow unethical work behavior like begging, laziness, waste of time and involved
with unproductive activity (Ali & Ali. A., 2007; Yousef, 2000). According to Sharifah
Hayaati (2007), ethics in Islam is a reflection of good values whether in behavior, action,
20
thinking or even heart. Indeed, ethics must be a good attitude, behavior, and discipline in
any spheres of human living whether it can be seen or not by people. The Quran uses
several terms to denote the concept of moral or religious goodness and righteousness.
There are al-Khayr (goodness), al-Birr (righteousness), al-Qist (equity), al-Haqq (truth &
right), al-Adl (justice), al-ma’aruf (known & approved) and al-Taqwa (piety).
The Prophet (Pbuh) asserted four issues as a complete departure of the thinking at that
time. The first issue is he presented work as the highest form of worshipping God.
Secondly, he understood that work is not sanctioned if it is not performed to the best
ability. Third, work has social dimension and meaning and supposed can provide benefit
to peoples. Fourth, it is through trade and active involvement of in business that are
society reach prosperity and a reasonable living standard. The Prophet Mohamed also
addressed issues related to work and business, which is were numerous and innovatively
challenged the existing practice.
Ali and Al Owaihan (2008) categorized the work related sayings of Prophet Mohamed
including; (a) pursuing legitimate business; (b) Wealth must be earned; (c) quality of
work; (d) wages; (e) reliance on self; (f) monopoly; (g) bribery; (h) deeds and intentions;
(i) transparency; (j) greed, and (k) generosity.
Most researchers said that in IWE, work as an obligation activities, virtue in light of
person’s need and necessity to establish equilibrium in one’s individual and social life
(Ali, 2001; Ali & Al Owaihan, 2008). So, its can enable man to be independent and fulfill
themselves with self respect.
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Although there’s emerged a similarity between IWE and Protestant work ethics
especially when emphasized on hard work, commitment and dedication to work,
avoidance, unethical methods of wealth accumulation and competitiveness at the
workplace (Yousef, 2000), but still need IWE to accommodate the lack that left by PWE.
Again, IWE is different than PWE because in Islam it places more emphasis on intention
than on results. It also stressed social aspect in the workplace and duties towards society.
Furthermore, the IWE emphasizes justice and generosity in the workplace and its views
engagement in economic activities as an obligation.
Generally, the IWE is built on four primary concepts (Ali & Al Kazemi, 2007; Ali & Al
Owaihan, 2008) which are effort, competition, transparency and morally responsible
conduct. These pillars taken collectively, inspire confidence in the market and reinforce
social contract, ethical understanding and motivates market actors to focus on meeting
their primary business responsibilities. Hence, employers and employees acquire faith in
each others’ good intentions and adequately perform their responsibility at the workplace.
For instant, transparency is prescribed as a moral responsibility. It based on mutual
understanding that faulty conduct and acts of deception obstruct justice and limit freedom
of action in marketplace.
Empirical studies show that IWE correlated with various organizational factors. Yousef
(2000) examined the mediating role of IWE in the relationship between locus of control,
role conflict and role ambiguity in an Islamic and multicultural environment. This study
concludes that IWE mediates the relationship between locus of control and role
22
ambiguity. Those individual with internal locus of control (internal) have stronger
support of IWE and it has correlated with role ambiguity.
Again Yousef (2001) came out with another study pertaining individuals and IWE. His
study proved that there is a relationship between IWE and both organizational
commitment and job satisfaction. The study measured the relationship between IWE and
loyalty in Kuwait (Ali, 2007) that proved a positive result. All items of loyalty scale had
significant correlation with IWE. This pattern of relationship is consistent with the
Islamic emphasis on hard work, achieving tasks, honesty, frankness and loyalty to one’s
organization, work group and supervisor.
Asri and Fahmi (2004) in their study stated that as organization is responsible to a wide
spectrum of stakeholder, it aim should not focus strictly on monetary values but also on
social responsibility to the ummah. Applying the concept of transparency, organization
should also disclose information pertaining its policy, activity undertaken, contribution to
the community and the use of resource. Another possible influence on organizational
commitment is its prescribed or perceived Islamic work ethics. There is research
evidence in the developed countries to suggest that when codes of ethics are effectively
applied, employee satisfaction increases.
How does this apply in Malaysia? How strong is the relationship if the work ethics are
Islamic based? Nik Mu'tasim Abdul Rahman, Nordin Muhamad and Abdullah Sanusi
Othman (2006) tested the relationship among 227 employees of a local bank and found
23
variations in the relationship in respect of different dimensions of organizational
commitment. One dimension is affective commitment which refers to the employees'
emotional attachment to, identification with and involvement in the organization. Another
dimension is continuance commitment which refers to an awareness of the costs
associated with leaving the organization. Yet another dimension is normative
commitment which reflects a feeling of obligation to continue employment. The study
indicates that there is a direct, significant and positive, though varying, relationship
between all dimensions of organizational commitment and Islamic work ethics.
24
2.4 Organizational Culture
According to Kilman et al. (1985), culture has been characterized by many authors as
something to do with the people and unique quality and style of organization (Jean Lee &
Yu, 2004). Culture describes patterns of behavior that form a durable template by which
ideas and images can be transferred from one generation to another or from one group to
another (Wilson, 2001).
Many authors characterized culture as something to do with the people and unique
quality and style of organization (Kilman et al., 1985), the expressive non – rational
qualities of an organization or the way we do things around here (Deal & Kennedy,
1982).
Within an organization, corporate culture is the expression of collective staff attitudes
and shared values this enables them to believe in the organization’s values and goals, and
to want to keep working for that organization (Kono & Clegg, 1998). Organizational
culture also recognized as a powerful concept that portrays many facets of a workplace
(Stewart, 1996).
Culture is important firstly, because these basic assumptions influence the community
member’s communications, justifications and behavior. Secondly, culture is important
because the differences between ‘nonconformity’ in behavior and ‘nonconformity’ in
25
beliefs can be better understand and accounted for when considering the individual’s fit
with the organization.
According to Van de Post et al. (1998), culture is, to the organization, what personality is
to the individual. It is a hidden but unifying force that provides meaning and direction. It
is also a system of shared meanings, or systems of beliefs and values that ultimately
shapes employee behavior. Organizational culture forms an integral part of the general
functioning of an organization. A strong culture provides shared values that ensure that
everyone in the organization is on the same track (Robbins, 1996).
Most research on organizational culture has worked from the foundation that culture is
nearly universally shared within organizations. It is thought to be consistent across an
organization at both a specific point in time (Schein, 1992) and across time (Harrison &
Carroll, 1991). There has been limited examination of the factors that affect how
consistent employees’ beliefs are regarding the culture of the organization. The few
studies that have addressed this issue have found that organizations’ cultures are not
monolithic. Hofstede (1980) showed that perceptions of organization culture maybe
affected by nationality and demographic characteristics. Also, Keeton and Mengistu
(1992) concluded that cultural perceptions are varying across level of management.
Since culture is thought to affect the way in which individuals interpret events and how
they are react to these events, it strongly influences how employees are likely to act as
well as how they understand their own and others’ action. According to Lok and
Crawford (2004), organizational culture can influence how people set personal and
26
professional goals, perform tasks and administer resources to achieve them. It affects the
way in which people consciously and subconsciously thinks, make decisions and
ultimately the way in which they perceive, feel and act.
In the organizational behavior literature, corporate culture has been defined in many ways
by various authors and researchers. However, many would agree that corporate culture
can be referred to as a set of values, beliefs, and behavior patterns that form the core
identity of organizations and that help in shaping their employees’ behavior (Rashid et
al., 2003; Lund, 2003; Pool, 2000 & Schein, 1992). Organizational theory researcher
have long investigated the ways in which various aspects of the organization ‘fit’ together
in order to provide optimal organizational performance (O’ Reilly, 1989).
One of the recent additions to the list of organizational variables studied by
organizational theory researchers are the culture of the organization. Much like structure,
strategy and technology and size, organizational culture can be considered a variable
under management control. It’s mean that, if this variable managed properly, it can be use
to provide higher financial returns to the organization itself (Dowling, 1993).
Although the organizational culture was drawn an attention among organization but not
all individual realize the important of the issue. Kristof (1996) was explained that the idea
of organization or corporate culture has been identified as an important aspect of
organizational behavior and as a concept that is useful in helping to understand how
organizations function. Organizational culture has been an important theme in
27
management and business research for some two decades. One reason for supported the
statement is organizational culture has the potential to affect a range of organizationally
and individually desire outcomes. Earliest scholars on this issue such as Deal and
Kennedy (1982) and Ouchi (1981) suggested that organizational culture affects such
outcomes as productivity, performance, commitment, self confidence and ethical
behavior. According to Boon and Arumugam (2006), there is also a consensus that
corporate culture is a management philosophy and a way of managing organizations to
improve their overall effectiveness and performance.
One way to understand the culture of a workplace is to examine the employees'
perception of the organizational policy and practices. There could be several dimensions
of organizational culture. For instance, innovation, stability, orientation, result
orientation, easy going ness, attention to details and collaborative orientation (Chatman &
Jehn, 1994).
There are past study that proved the strong relationship between organizational culture
and organizational commitment. Boon and Arumugam (2006) was proved in their study
that all dimensions in organizational culture have a strong relationship with
organizational commitment. While study from Rashid et al. (2003) also showed that
there is a significant correlation between corporate culture and organizational
commitment among managers in public listed company.
28
2.5 The Link Between Islamic Work Ethic and Organizational Commitment
A number of previous studies have investigated the relationship between work ethic or
Protestant ethic and organizational commitment. For instance, Kidron (1978) using three
diverse samples, investigated the relationship between work ethics, defined as the
Protestant ethic of workers, and commitment to organization. Putti et al. (1989)
investigated the association between work ethic and organizational commitment in the
Asian context. Two major dimensions of work ethic, namely, intrinsic and extrinsic, were
derived from a factor analysis of Wollack et al.'s Scale. The analysis suggested that
intrinsic work ethic relates more closely to organizational commitment than either the
global measure of work ethic or extrinsic work ethic.
More recently, Yousef (2000) investigated the strength of the relationship between IWE
and various dimensions of organizational commitment on a sample 474 employees from
30 organizations in the UAE. The concept of IWE is derived from the teachings of Islam.
According to Rice (1999), Islam contains its own ethical system which offers specific
guidelines for conducting business and work. These guidelines, in turn, relate to the noble
concepts of unity, justice and trusteeship. IWE constitutes Islam’s expectations with
respect to one’s behavior at work which is includes his or her effort, dedication,
cooperation, responsibility, social relations and creativity. Essentially, when one has a
close relationship with God, one’s attitudes and behaviors would tend to be consistent
with the rules and stipulation of the religion. Hence, of the basis, a person’s commitment
to his or her work ethics would expect to be significantly related to his or her
psychological attachment and involvement to the organization. Again, a result from the
29
study by Yousef (2000) indicate the existence of a moderate positive relationship
between IWE and the following dimensions of commitment which is affective,
continuance and normative. Therefore, there is hypothesized that:
H1: Islamic work ethics (IWE) affect organizational commitment.
2.6 The Link Between Organizational Culture and Organizational Commitment
Recardo and Jolly (1997) have identified eight established dimensions of corporate
culture relevant to corporate excellence: communication, training and development,
rewards, effective decision making, risk-taking for creativity and innovation, proactive
planning, teamwork, and fairness and consistency in management practices. After
conducting the factor analysis, four core dimensions of corporate culture have been
adopted in this study, namely, teamwork, communication, training and development, and
the emphasis on rewards. Thus, it could be hypothesized that:
H2: Organizational culture affect organizational commitment.
According to Poh (2001), training and development can be defined as the process of
providing employees with specific skills or helping those correct deficiencies in their
performance. Previous empirical studies have provided extensive evidence that training
and development facilitate the updating of skills, and lead to increased commitment,
30
well-being, and sense of belonging, thus directly strengthening the organization’s
competitiveness (Acton & Golden, 2002; Karia & Ahmad, 2000; Karia, 1999).
Meanwhile, according to Cherrington (1995), a successful training and education
program would create more-favourable employee attitudes and loyalty, and help
employees in their personal development and advancement. Moreover, Deming (1986)
stressed the importance of education and training for continual updating and
improvement, identifying one source of human motivation at work as intrinsic motivation
which is the desire to grow; learn, and to develop oneself. Cherrington (1995) also stated
that most learning situations are fundamentally reinforcing because of the satisfaction and
commitment associated with the acquiring of new knowledge or skills. It was
hypothesized that:
H2a: Training and development has significant influence on
Organizational Commitment.
For reward and recognition, it can be defined as benefits such as increased salary,
bonuses, and promotion which are awarded as public acknowledgement of superior
performance with respect to goals (Juran & Gryna, 1993). Rewards for quality efforts
appear to have a significantly positive relation to employee morale (Kassicieh &
Yourstone, 1998). According to Herzberg’s (1996) hygiene/motivator theory, recognition
is one of the four motivators, which can contribute to employee commitment when it is
present. Reward and recognition activities are valued by employees, and therefore
31
provide motivation or incentives. If executed appropriately, these activities can, to a
certain degree, secure employees’ commitment to their jobs and make their jobs more
enjoyable; thus creating an overall commitment within the organization (Zhang, 2000). It
could be hypothesized that:
H2b: Reward and recognition has significant influence on
Organizational Commitment.
The concept of teams and teamwork is increasingly important to productivity and
employees’ organizational commitment in the contemporary workplace (Adebanjo &
Kehoe, 2001). Teamwork facilitates the meeting of affiliate needs within the workplace
and has been directly connected to organizational commitment (Karia & Ahmad, 2000;
Karia & Asaari, 2006).
So, according to the above review indicates that corporate culture dimensions
significantly impact employees’ organizational commitment. The study will review to
what extend that the dimensions of organizational culture can influence organizational
commitment in Malaysia situation.
H2c: Teamwork has significant influence on Organizational
Commitment.
32
The organizational communication refers to the process whereby individuals and groups
transact in a variety of ways and within different areas with the aim of carrying out
organizational goals (Smidts et al., 2001; Brunetto & Farr-Wharton, 2004). Several
authors note that communication is important for improving employees’ commitment and
for positive outcomes (Goris et al., 2000; Pettit et al., 1997; Guimaraes, 1996; Guimaraes,
1997). Meanwhile, Stuart (1999) argued that communication can affect empowerment of
employees, which in turn affects organizational commitment. Moreover, the manner in
which the organizational goals and the employees’ role in advancing these goals are
communicated to employees strongly affects organizational commitment (Anderson &
Martin, 1995; Brunetto & Farr- Wharton, 2004).
H2d: Organizational communication has significant influence on
Organizational Commitment.
33
2.1 Research Model / Framework
Independent Variables (IV) Dependent Variable (DV)
Figure 1.1 Theoretical framework of Relationship between Islamic Work Ethic, Organizational Culture and
Organizational Commitment
ISLAMIC WORK
ETHIC
ORGANIZATIONAL
CULTURE
• Training & Development
• Reward & Recognition
• Teamwork
• Organizational Communication
ORGANIZATIONAL
COMMITMENT
• Affective
• Continuance
• Normative
34
2.2 Conclusion
This chapter has covered a review of relevant literatures regarding the constructs of the
proposed model. It reviewed the literature and nature of work ethic, IWE, organizational
culture and organizational commitment. Several hypotheses based on literature review
were formulated to be tested. Theoretical framework was also presented in this chapter.
35
CHAPTER 3
METHODOLOGY
3.0 Introduction
This chapter provides the methodology use in this research. This chapter begins with
research design, data collection procedure, instrumentations and data analysis procedures.
3.1 Research Design
3.1.1 Type of Study
The design of the study is descriptive survey study. The study was carried out specifically
among Malay (Muslim) employees at Majlis Amanah Rakyat (MARA) at Perlis and
Kedah state.
3.1.2 Unit of Analysis
The unit of analysis is individual Muslim employees, whom work at Majlis Amanah
Rakyat (MARA). They will be evaluating by the questionnaire given to prove whether
there is any relationship between IWE and organizational culture on organizational
commitment.
36
3.2 Data Collection Procedure
Before distributing the set of questionnaire items, permission to conduct the study was
obtained from Admin Officer MARA Perlis and Kedah. The organization has 158 staff in
both states holding various positions. 150 sets of questionnaire which was translated in
Bahasa Malaysia have been distributed through Admin Officer of MARA. After 3 – 4
weeks, they have returned 120 sets completed questionnaire as targeted by researcher.
3.3 Instrumentations
To gather the data from respondents, this study uses a questionnaire which consists of 4
sections. The section consists of part A, B, C and D.
Part A consists of demographics section concerning personal and company information
of respondent. Selected demographics such as age, gender, education level and tenure in
job are measure.
Part B consists of IWE and were measured using IWE Questionnaire 17 item
instruments (Yousef, 2001). The focus on the IWE was on a view that work enables
people to be independents and as a source of self respects, people’s satisfaction and
fulfillment. Success and progress of work depends on hard work and commitment to the
job. The examples of items in this part are, “Laziness is a vice”, “Justice and generosity
37
in the workplace are necessary conditions for society‘s welfare”, “Producing more than
enough to meet one’s personal needs contributes to the prosperity of society as a whole”,
and also “The value of work is derived from the accompanying intention rather than its
result”.
The internal consistency reliability (Cronbach's Alpha) for this scale in this study was
0.78. A five point of Likert – type scale was employed ranging from 1 (strongly disagree)
and 5 (strongly agree).
Part C consists of organizational culture which is a second independent variable for this
study. This measure is based on the four dimensions of corporate culture developed by
Lau and Idris (2001). According to Cooke and Rousseau (1998), corporate culture is a
multidimensional construct, and therefore it is essential to evaluate each dimension.
The four dimensions, which consist of 16 items, are communication, rewards and
recognition, training and development, and teamwork. Under the communication’s
dimension includes, “Management regularly provides customer/supplier feedback and
sets up opportunities for direct, face-to-face meetings between team members and
customers/suppliers. These communication linkages are regularly used to identify
process and product improvement”.
For reward and recognition’s dimension, the examples of items are: “This Company
improves working conditions in order to recognize employee quality improvement
38
efforts”, and “The Company’s compensation system encourages team and individual
contributions”.
In training and development dimension the items includes, “Employees are encouraged
to accept education and training within the company”, “Resources are available for
employees’ education and training within the company” and “Specific work-skills
training are given to all employees”.
For the last dimension which is teamwork, the samples of items are: “Work within this
department is appointed around groups”, “I am more comfortable working in a team
rather than individually”, and also “In this company, workplace decisions are made
through consensus”. These dimensions of corporate culture have been selected because
they have previously been identified as those likely to have the greatest effects on
employee behavior and attitudes (Recardo & Jolly, 1997; Lau & Idris, 2001).
The internal consistency reliability (Cronbach's Alpha) for every dimension in this study
are 0.79 (training and development), 0.73 (reward and recognition), 0.78 (teamwork) and
0.77 (organizational communication). A five point of Likert – type scale was employed
ranging from 1 (strongly disagree) and 5 (strongly agree).
For organizational commitment section, it was measure using questionnaire developed by
Meyer and Allen’s (1991). Organizational Commitment Questionnaire (OCQ) consists of
39
22 items in three dimensions namely: Affective commitment, Continuance commitment
and normative commitment.
Under the affective commitment, the samples of questions are: “I feel a strong sense of
belonging to this organization”, “I feel like part of the family in this organization”, “I
enjoy discussing my organization with people outside it”, and “I think I could not easily
become as attached to another organization as I am to this one”.
The examples of items in continuance commitment are “I feel that I have too few options
to consider leaving this organization”, “It would be too costly for me to leave this
organization now”, and “One of the major reasons I continue to work for this
organization is that leaving would require considerable personal sacrifice; another
organization may not match the overall benefits I have here”.
For the normative commitment dimension, the items are “One of the major reasons I
continue to work for this organization is that I believe that loyalty is important and
therefore feel a sense of moral obligation to remain”, “Jumping from organization to
organization seems unethical to me”, and “If I got another offer for a better job
elsewhere, I would feel it was not right to leave this organization”.
The internal consistency reliability (Cronbach's Alpha) for every dimension in this study
are 0.89 (affective), 0.85 (continuance) and 0.85 (normative). While the internal
consistency for overall organizational commitment scale is 0.90.
40
3.4 Data Analysis Techniques
All statistical analyses were carried out by using SPSS statistical tests and Structural
Equation Modeling (SEM) approach provided by Analysis of Moment Structure (AMOS)
version 4. According to Hair et al. (2006), SEM is being viewed as a more advanced data
analysis technique and an extension of several multivariate techniques. It also represents
a more general method for studying relationships among variables.
Under SPSS a statistical test, the software was used to compile all data from
questionnaire and run Cronbach’s Alpha test to measure all variable’s reliability. While,
frequency and percentage were used in order to describe the demographic characteristic
of respondents.
In this study, SEM approach was used to explain the relationship among multiple
variables which are Islamic work ethics (IWE), organizational culture and organization
commitment among staff in MARA Perlis and Kedah. The SEM technique consists of
two components also known as two-step approach (1) the measurement model and (2) the
structural model. The measurement model is the first stage in the SEM approach. The
measurement model analysis is in fact a multiple indicator approach which has tendency
to reduce overall effect of measurement error of variables toward resulting output
accuracy (Hair et al., 2006).
Subsequently, the structural model is the second stage and last step in the SEM approach.
This model integrates and correlates all factors to the commitment construct. It also
41
provides a structural link from commitment construct to the Islamic work ethic and
organizational culture factor. According to Hair et al. (2006), the five determiners in this
technique are ratio of CMIN/DF, Goodness of Fit Index (GOF), Normed Fit Index (NFI),
Comparative Fit Index (CFI), and Root Mean Square Error of Approximation (RMSEA).
42
CHAPTER 4
FINDINGS
4.0 Introduction
In this chapter, the analyses of the findings of the study are presented. A description of
reliability analysis using Cronbach’s Alpha is first presented. This is followed by the
descriptive statistics of the sample which outlines frequency distributions for
demographic factors. Then, the last analysis was executed using the Structural Equation
Modeling (SEM) technique via AMOS 4. This technique consists of Measurement Model
and Structural Model.
4.1 Demographic Characteristics
There were 120 respondents in the sample. Frequency distributions were obtained for all
demographic characteristics only. While, all dependent and independent variable were
obtained using Structural Equation Modeling (SEM) via AMOS 4 which is explains after
this.
43
The results of age distributions in bar chart below (Figure 4.1) suggest that the greatest
numbers of the respondents are in the 34 – 41 (29.2%) age group followed by
respondents in the 26 – 33 (28.3%) age groups.
18 - 25 26 - 33 34 - 41 42 - 49 50 - 57
AGE
0
10
20
30
40
Fre
qu
en
cy
AGE
Figure 4.1 Frequency Distribution: Age
The lowest number of individuals are in the age group of 42 – 49 years old; this is
comprises 10.0% of the sample. The category of young ages ranging from 18 – 25 years
old comprises 18.3% from the sample.
44
Table 4.1
Frequency Distribution: Gender
Gender Frequency Percent (%)
Male
67
55.8
Female 53 44.2
Total
120
100.0
Out of 120 respondents, about 67 or 55.8% were female, while 53 or 44.2% were male.
Therefore, from Table 4.1 showed that there were more female staff than male as a
respondent in this research.
Table 4.2
Frequency Distribution: Marital Status
Marital Status Frequency Percent (%)
Single
32
26.7
Married 87 72.5
Others 1 .8
Total
120
100.0
From the Table 4.2 above it can be concluded that the most of staff are married with 87
or 72.5% of the sample. Meanwhile, 32 or 26.7% respondents still single and only 0.8%
respondent felt in categorize of ‘Others’ which is as single parent status.
45
Table 4.3
Frequency Distribution: Location (place of origin)
Place of Origin Frequency Percent (%)
Perlis
38
31.7
Kedah 54 45.0
Penang 8 6.7
Perak 6 5.0
Kelantan 5 4.2
Kuala Lumpur 4 3.3
N. Sembilan 2 1.7
Melaka 3 2.5
Total
120
100.0
Table 4.3 describes the distributions of respondent’s place of origin. According to the
Table above, 54 respondents or 45.0% are from Kedah. Then, it’s was followed by
respondents whose place of their origin is Perlis comprises 31.7% from sample. 6.7% of
respondents are from Penang, 5.0% from Perak, 4.2% from Kelantan, 3.3% from Kuala
Lumpur, 2.5% from Melaka and 1.7% came from Negeri Sembilan.
46
Table 4.4
Frequency Distribution: Education
Education Frequency Percent (%)
PMR
2
1.7
SPM 36 30.0
STPM 19 15.8
Diploma 36 30.0
Degree 19 15.8
Others 8 6.7
Total
120
100.0
The education levels of the respondents are suggested in Table 4.4 above. It showed that
the higher groups of respondents have SPM and Diploma. Both comprised 30.0% of the
sample. Then, it’s followed by respondents who are STPM and Degree’s holder and both
also comprised 15.8% of sample. Only 2 or 1.7% respondents have under minimum
education qualification which PMR and the rest is respondents from ‘Others’ group
which under Certificate’s level comprised 6.7% of sample.
In this study, 100% of respondents are among Malays and Muslim. No participation from
other races. This is because MARA is an organization which is dominated with
bumiputera employees and coincidently the topic of study is related with Islamic
practices.
47
4.2 Measurement Model (CFA)
The measurement model or confirmatory factor analysis (CFA) specifies the indicators
for each construct and assess the reliability of each construct for estimating the causal
relationship. This study used three measurement models which are Islamic work ethics,
organizational culture, and organizational commitment.
4.2.1 Measurement Model for Islamic Work Ethics
The model was tested to measure the significant of relation for every item. Islamic work
ethics is an independent variable and consists of 17 items and a unidimensional variable.
The 17 indicator items of Islamic work ethics were showed in Figure 4.1.
Meanwhile, in Table 4.5 below showed a goodness of fit index resulted from
measurement model. Chi square (χ2) and Degree of Freedom (DF) are related with each
other, so the result should have Df > 0 and a low χ2 as much as possible.
Table 4.5
Goodness of Fix Index (GOF): IWE
X2
Value DF
CMIN/DF P-
Value
Comparative
Fit Index
(CFI)
Normed
Fit Index
(NFI)
Tucker –
Lewis
Index
(TLI)
Root Mean
Square
Error
(RMSEA)
6.426
5
1.285
.267
.979
.917
.958
.049
48
Hair et al. (1998) suggest that the Comparative Fit Index (CFI), one of the incremental fit
measures, and Normed Fit Index (NFI), one of the parsimonious fit measures, should be
the indices of choice when assessing the goodness-of-fit of a structural model, with an
index greater than 0.90, is the proposed benchmark.
IWE
.10
IWE17E17
.31
.50
IWE16E16
.70
.34
IWE15E15
.58
.36
IWE14E14
.60
.41
IWE13E13
.64.22
IWE12E12
.47.42
IWE11E11
.65
.15
IWE10E10
.39
.30
IWE9E9.55
.28
IWE8E8 .53
.26
IWE7E7
.51
.14
IWE6E6
.38
.06
IWE5E5
.25
.05
IWE4E4
.23
.04
IWE3E3
.20
.03
IWE2E2
.17
.06
IWE1E1
.25
Goodness of Fit Index
P:.000Chi Square:471.066CMINDF:3.959CFI:.457NFI:.400TLI:.380RMSEA:.158
IWE = Islamic Work Ethics
Figure 4.2 Measurement model for Islamic work ethics
49
Meanwhile, the Root Mean Square Error of Approximation (RMSEA) is another measure
that attempts to correct the tendency of the χ2
statistic to reject any specific model with a
sufficiently large sample. Browne and Cudeck (1993) labeled RMSEA < .05 as close fit,
.05 < RMSEA ≤ .08 as fair fit and RMSEA > .1 as poor fit.
For the first attempt, the results are not met the criteria and unacceptable. So, researcher
used Modification Indices (MI) to improve the overall model fit. After did the
Modification Indices, 12 items were deleted from the original model. According to the
last results, this measurement model considered accepted because all the five criteria
were met. The overall model fit appears quite good. The χ2 test yields a value of 6.426
which, evaluated with 5 degrees of freedom, has a corresponding p-value of .267. This p-
value is too high to reject the null of a good fit. Additionally the RMSEA is .05, just fit
the .08 cut-off. Meanwhile CFI, NFI and TLI met the criteria which are .979 (CFI > .90),
.917 (NFI > .80), and .958 (TLI > .95).
4.2.2 Measurement Model for Organizational Culture
Meanwhile, organizational culture model has 4 dimensions which are training &
development, reward & recognition, teamwork, and organizational communication like
showed in Figure 4.3 below. Training & development and teamwork consists of 4 items
each, while reward & recognition has 5 items and followed by organizational
50
communication consist of 3 items only. The same steps in previous measurement model
for Islamic work ethics also applied in this model.
CTD
.12
CTD1E1.35.41
CTD2E2 .64.81
CTD3E3
.90
.72
CTD4E4
.85
CRR
.37
CRR1E5
.61.58
CRR2E6 .76.42
CRR3E7.65
.40
CRR4E8
.63
.47
CRR5E9
.68
CTW
.36
CTW1E10.60
CTW2E11.63
CTW3E12.58
CTW4E13
.60
.77
.79
.76
COC.51
COC3E16
.72
.04
COC2E15.20
.56
COC1E14 .75
.61
.75
.78
.69
.48
.90
Goodness of Fit Index
P:.000Chi Square:299.431CMINDF:3.055CFI:.786NFI:.718TLI:.738RMSEA:.131
CTD = Training & development,CRR = Reward & recognitionCTW = TeamworkCOC = Organizational communication
Figure 4.3 Measurement model for organizational culture
51
Table 4.6 below showed a goodness of fit index resulted from measurement model for
organizational culture. An initial measurement model fit for the 16 items indicated a
factor structure that was not a very good representation of the data. Using the size of
factor loadings from this initial model and also Modification Indices, an improved
theoretically asserted model was developed by removing deficiencies in the existing set
of items in order to derive a final scale that was well fitting. This procedure reduced the
16 items scale to confirm a 12 items scale only. Then, based on the MI values, the
following five covariances of measurement errors were also allowed to be correlated: (1)
e2 and e11; and (2) e12 and e14; (3) e2 and e12; (4) e2 and e7, and (5) e3 and e8.
Table 4.6
Goodness of Fix Index (GOF): Organizational Culture
X2
Value DF
CMIN/DF P-
Value
Comparative
Fit Index
(CFI)
Normed
Fit Index
(NFI)
Tucker –
Lewis
Index
(TLI)
Root Mean
Square
Error
(RMSEA)
57.013
43
1.326
.075
.979
.922
.968
.052
The results of overall model fit are all within specification. The χ2 test yields a value of
57.013 which, evaluated with 43 degrees of freedom, has a corresponding p-value of
.075. CMIN/DF is 1.326, CFI equals .979, NFI is .922, TLI equals .968 and RMSEA
equals .052.
52
4.2.3 Measurement Model for Organizational Commitment
The same test also was done for dependent variable which is organizational commitment.
This variable consists of 3 dimensions with 8 items under affective commitment and
continuance commitment while 6 items under normative commitment. The model has
showed in Figure 4.3 below.
Table 4.7
Goodness of Fix Index (GOF): Organizational Commitment
X2
Value DF
CMIN/DF P-
Value
Comparative
Fit Index
(CFI)
Normed
Fit Index
(NFI)
Tucker –
Lewis
Index
(TLI)
Root Mean
Square
Error
(RMSEA)
45.297
41
1.105
.297
.992
.922
.989
.030
Table 4.7 above showed a goodness of fit index for organizational commitment. This 22
items model was a very good fit of the data for this dependent variable. All the key
indicators of a very well fitting factor structure were met. The Comparative Fit Index
(CFI) and Tucker-Lewis Index (TLI) were both greater than .95; the Root Mean Square
Error was less than .05.
However, before the results met the perfect criteria like above, researcher was used
Modification Indices to remove deficiencies in the existing set of items. This procedure
reduced the 22 items scale to confirm only an 11 items scale
53
OCa
.44
OCA8E8
.67.55
OCA7E7
.74.62
OCA6E6
.78
.66
OCA5E5
.81
.66OCA4E4
.81
.70
OCA3E3 .84
.73
OCA2E2
.85
.60
OCA1E1
.77
OCc
.32
OCC8E16
.18
OCC7E15
.31
OCC6E14
.41
OCC5E13
.65
OCC4E12
.64
OCC3E11
.57
OCC2E10
.27
OCC1E9
.57
.43.56.64
.81.80.76.52
OCn
.01
OCN6E22
.12
.40
OCN5E21
.63
.58
OCN4E20
.76
.50
OCN3E19 .70
.75
OCN2E18 .87
.30
OCN1E17
.55
.67
.49
.70 Goodness of Fit Index
P:.000Chi Square:697.879CMINDF:3.388CFI:.715NFI:.643TLI:.680RMSEA:.142
OCA = Affective commitmentOCC = Continuance commitmentOCN = Normative commitment
Figure 4.4 Measurement model for organizational commitment
54
4.3 Reliability Analysis of The Measures: Cronbach’s Alpha
The internal consistency reliability of the items for each independent and dependent
variable was obtained through the Cronbach’s Alpha Reliability Coefficient. The results
are suggested in Table 4.8. The results indicate that the Cronbach’s Alpha for the Islamic
Work Ethics (IWE) item is 0.80. Cronbach’s Alpha for the other independent variable
(Organizational Culture) each measured through multiple items was found to range from
0.12 to 0.81.
Table 4.8
Reliability Analysis for the Study
Variables Cronbach’s Alpha
(Previous Study)
Cronbach’s Alpha
(This Study)
Islamic Work Ethic (IWE) 0.78 0.80
Organizational Culture
- Training & Development
- Reward & Recognition
- Teamwork
- Organizational Communication
0.79
0.73
0.78
0.77
0.78
0.79
0.81
0.12
Organizational Commitment
- Affective Commitment
- Continuance Commitment
- Normative Commitment
0.89
0.85
0.85
0.93
0.85
0.75
55
The result of Cronbach’s Alpha for organizational commitment’s scales was found to
range from 0.75 to 0.93. According to Sekaran (1992), reliabilities of less than 0.60 are
considered to be poor, those in 0.70 range to be acceptable and those over 0.80 to be
good. Thus all the measures, appeared to be good measures to predict the dependent
variable for this study except organizational communication’s scale.
56
4.4 Structural Model
The next step is to run a structural model in order to prove the hypothesis. The measure
of goodness-of-fit of the data was achieved. A summary of the various goodness-of-fit
statistics provided by the AMOS 4 is a measure of the correspondence of the actual or
observed input (covariance and correlation) matrix with that predicted from the proposed
model (Hair et al., 1998).
IWE
CO
CU
.72
TD
.27
RR
.65
TW
.22
CA
.20
CC
.42
CN
.85
.52
.81
.47
.44
.65
.16
IWE17E5
.40
.45
IWE16E4
.67
.37
IWE13E3.61
.24
IWE7E2 .49
.20
IWE6E1
.44
Goodness of Fit Index
P:.000Chi Square:107.805CMINDF:2.507CFI:.815NFI:.734TLI:.763RMSEA:.113
res1
res2
res3
.53
.85E6
E7
E8IWE = Islamic Work EthicsCU = Organizational CultureTD = Training & DevelopmentRR = Rewards & RecognitionTW = TrainingCO = Organizational CommitmentCA = Affective CommitmentCC = Continuance CommitmentCN = Normative Commitment
Figure 4.5 Structural Model
57
Structural model is a second step in Structural Equation Modeling (SEM). The model is a
set of one or more dependence relationships linking the hypothesized model’s constructs.
Under this model, researcher only used Strictly Confirmatory (SC) type which is tests the
fit of the hypothesized model to the sample data without made any modification to the
model.
The structural model in Figure 4.5 above resulted after tested in measurement model. In
this model there are 2 independent variables which are Islamic work ethics and
organizational culture (represented as IWE and CU) while only one dependent variable
which is organizational commitment (CO). IWE is a unidimensional construct while
organizational culture consists of 4 dimensions because it is a multidimensional
constructs. Dimensions under organizational culture are Training & development,
Rewards & Recognition, Teamwork and Organizational Communication. However, after
Cronbach’s Alpha test had been tested, one of culture’s dimensions was deleted. George
& Mallery (2003) was provided the rules of thumb in determine the reliability which is:
ά >.9 = excellent;
ά >.8 = good;
ά > .7 = acceptable;
ά > .6 = questionable;
ά > .5 = poor, and
ά < .5 = unacceptable.
Due to the lower result in Cronbanch’s Alpha consistency reliability test (ά = .12),
organizational communication which is dimension for organizational culture is deleted
from this model.
58
As a result the remaining organizational culture dimensions are 9 items while
organizational commitment’s dimensions remain the same because all dimensions have
higher reliability when tested with Cronbach’s Alpha Coefficient.
The test in structural model has been made and the results were stipulated in Table 4.9
below. According to the results in the Table below, the structural model failed to meet
certain criteria in Goodness of Fit index. Although Degree of Freedom (DF) is greater
than zero (DF = 43 >0) and CMIN/DF is 2.507 (cmindf < 5), but CFI, NFI, TLI and
RMSEA results are under the acceptance value which are .815, .734, .763 and .113.
However, the P value is significant because the condition under structural model is
different with measurement model where; P < 0.05.
Table 4.9
Goodness of Fix Index (GOF): Structural model
X2
Value DF
CMIN/DF P-
Value
Comparative
Fit Index
(CFI)
Normed
Fit
Index
(NFI)
Tucker
– Lewis
Index
(TLI)
Root Mean
Square Error
(RMSEA)
107.805 43 2.507 .000 .815 .734 .763 .113
The next steps is in this study is to canvass the standardized regression weight on every
variables. The model on Figure 4.5 was generated parameter estimation which showed in
Table 4.10 below. The Table showed estimation value, standardized regression weights,
standard error, critical ratio, and significant level for every relationship.
59
Table 4.10
Structural Model Test – Estimation Value
Dependent Variable ����
Estimate
Standardized
Regression
Weights
S.E. C.R. P Independent Variable
CO � IWE 0.48 0.53 0.16 2.98 0.00
CO � CU 0.67 0.85 0.12 6.23 0.00
m_TD � CU 1.01 0.85 0.12 8.38 0.00
m_RR � CU 0.72 0.52 0.13 5.39 0.00
m_TW � CU 1.00 0.81
m_CA � CO 0.64 0.47 0.14 4.40 0.00
m_CC � CO 0.65 0.44 0.16 4.18 0.00
m_CN � CO 1.00 0.65
IWE17 � IWE 1.00 0.40
IWE16 � IWE 0.96 0.67 0.28 3.40 0.00
IWE13 � IWE 0.80 0.62 0.24 3.33 0.00
IWE7 � IWE 0.61 0.49 0.20 3.06 0.00
IWE6 � IWE 0.63 0.44 0.21 2.92 0.00
The Table above shows that regression coefficient of every variables are significant
which is ά = 0.05. Generally, assumed that relationship of both variables are positive as it
was showed in standardized regression weights column.
This chapter also analyzes the hypothesis which was listed in chapter 2. The estimation
values in Table 4.10 were used to prove the hypothesis of the study. Based on first
hypothesis;
H1 Islamic work ethics (IWE) affect organizational commitment
60
The standardized regression weight for CO � IWE is 0.53 which is significant at level ά
= 0.05 while C.R. value also met the rules of thumb where > 1.96. Thus, hypothesis 1 is
acceptable and the study proved that Islamic work ethics affect organizational
commitment.
Meanwhile, for second hypothesis which is;
H2 Organizational Culture has an impact on Organizational Commitment.
The standard regression weight for CO � CU is 0.85 and the relationship is significant
where ά = 0.05 while C.R. value is 6.23. Again, this hypothesis is acceptable and at the
same time it proved that organizational culture also affects organizational commitment.
Unfortunately, 3 of the hypothesis under organizational culture below are rejected due to
insignificant results in structural model;
H2a Training & development has significant influence on Organizational
commitment.
H2b Reward & recognition has significant influence on Organizational
commitment.
H2c Teamwork has significant influence on Organizational commitment.
61
According to the result, it showed that training & development, reward & recognition and
teamwork did not have significant relationship with organizational commitment.
Therefore, hypotheses for H2a, H2b and H2c were rejected.
H2d Organizational communication has significant influence on organizational
commitment
Another one hypothesis under organizational culture which is hypothesis H2d was deleted
before analyze under structural model due to lower reliability test. Therefore, this
hypothesis is considered rejected.
In the analysis, R – squared (R2) was tested to measure the proportion of the variance of
the dependent variable. The R2 for dependent variable (Organizational commitment) of
Affective dimension is 0.22 while for Continuance and Normative dimension were 0.20
and 0.42. Based on the results, it showed that R2 quite lower especially for Affective and
Continuance dimension and it indicates that the regression line not perfectly fits the data
set.
62
4.5 Conclusion
This chapter reports all results which are generated from structural equation modeling via
AMOS 4 software and demographic analysis through SPSS 12. Although, SEM is quite
new in Malaysia however it offers more advantages compare to other statistic software.
For instant, by using AMOS software researcher can determine model significant and at
the same time it shows whether our model is fit or not. By using two steps in SEM,
researcher can determine whether the model is significant and/or fit.
In this study, one dimension of culture namely organizational communication was deleted
due to lower Cronbach’s Alpha value. Lastly, the hypothesis was tested based on the
structural model and the relationship of each model can be determined.
63
CHAPTER 5
DISCUSSION, CONCLUSION AND RECOMMENDATIONS
5.0 Introduction
This last chapter discussed the discussion, conclusion, and recommendations for practice
and also implications for future research.
5.1 Discussion
This present study measured the relationship of Islamic work ethics (IWE),
organizational culture and organizational commitment among employees in MARA
Perlis and Kedah. The research instrumentation was a 62 items of questionnaire mailed to
respondents. It was designs to collect the following information: (1) personal
characteristics; (2) Islamic work ethics; (3) culture in organization, and (4) employees’
commitment towards their organization.
The data collected were analyzed using SPSS and SEM via AMOS 4 version. Islamic
work ethics questionnaire was adopted from Yousef (2001) which is unidimensional
construct while for organizational culture and organizational commitment, the
instruments were adopted from Lau and Idris (2001) and Mayer and Allen (1991), where
both variables were multidimensional constructs. All dimensions in dependent and
64
independent variable were selected because they have previously been identified as those
likely to have a greatest impact on other variable.
Majlis Amanah Rakyat (MARA) was selected as scope of study about employee’s
perception towards Islamic work ethics and culture and to what extents it can influence
their commitment to their organizations. 120 samples was collected and was met the
criteria of SEM because according to Loehlin (1992), researcher should plan on
collecting at least 100 or more than 200 to avoid a problem such as improper solutions,
lowered accuracy of parameter estimates and standard error. It was agreed by Hair, et. al.
(2006), where suggested that minimum sample sizes between 100 and 150 are required to
achieve stable Maximum Likehood Estimation (MLE) results. MLE is one most widely
used estimation procedure under a structural equation modeling (SEM) approach.
This result was supported the objective of the study and was proved that Islamic work
ethic and organizational culture can influence the organizational commitment. Although,
the result failed to meet the goodness of fit criteria but it is still significant (based on
probability value) to prove the relationship among three variables are exist among
employees in MARA.
In organization especially MARA as a government sector, commitment from employees
are very crucial. It can be seen in three dimensions of organizational commitment.
Affective commitment can be verify as employee’s emotional attachment to organization.
It means that employees with strong affective commitment remain with the organization
65
because they want to do so. For continuance commitment, it is more to financial agenda
where employees prefer to remain because by leaving the company it will be costly for
them. It is different with normative where employee’s feelings of obligatory is everything
and staying in the same organization is right thing and they ought to do so (Meyer &
Allen, 1991). Consequently, to achieve the commitment in organization, culture plays an
important role to drive peoples devoted to their organization. Training and development
is one tool which can help employers to increase employees’ awareness towards their
organization and leads employees to exert effort toward achieving goals (Hartline et al.,
2000)
Reward and recognition is one of organizational culture’s dimensions. Through the
culture it can influence how people set personal and professional goals, perform tasks and
administer resources to achieve them. Hansen and Wernerfelt (1989) and Schein (1990)
were added that organizational culture also affects the way in which people thinks, make
decisions and ultimately the way in which they perceive, feel and act. According to Sadri
and Lees (2001), a positive corporate culture could provide enormous benefits to the
organization, and thereby a leading competitive edge over other firms in the industry. The
present results is also consistent with the findings of O’Driscoll and Randall (1999), who
found that the rewards offered by an organization have a positive effect on employees’
commitment towards their job and organization.
Base on the analysis of teamwork dimension in organizational culture showed the
relationship between both variable. It was supported by Anschutz (1995), where he stated
that participation in teamwork, continuous learning, and flexibility were the major factors
66
for success within organizations in achieving a partnership between workers and
managers. The result of this study supported Boon and Arumugam (2006). Silos (1999)
stated that the key to Japanese efficiency was the people who work together and this
suggested that teamwork resulted in more commitment and involvement of employees
within the organization.
Results of this study rejected organizational communication as dimension in
organizational culture. Organizational communication does not have significant
relationship within the commitment in context of MARA staff. The result is not in line
with Boon and Arumugam (2006), where their findings indicate that respondents who
perceived a greater awareness of corporate culture dimensions exhibited more positive
reactions towards organizational commitment. The result from this study also
inconsistent with some previous research which found that communication is important
for improving employee commitment (Varona, 1996).
Most discussions about work ethic topics have been concerned with Judeo-Christian
contributions and, to a large extent, have been carried out in Western countries. Despite
the fact that many other religious and ethnic groups have achieved prosperity and
tremendous economic advancement during part of their history, their contributions have
been almost totally ignored in management literature. According to Ali (2005), the
Islamic view of work and ethical considerations have either been misunderstood or not
widely studied in the field of organization studies. Thus, this study focus on Islamic work
67
ethics within the context of Malaysian population and measure to what extent it influence
commitment in organization.
Based on the results, it showed that Islamic work ethic has relationship with
organizational commitment among employees in MARA Perlis and Kedah. Although the
result do not met the criteria in goodness of fit but overall according to the p value in
regression showed it significant with the dependent variable. The result proved that
Islamic work ethics was accepted and dominant among MARA staff. This is consistent
with previous study by Yousef (2000) who indicate that the existence of moderate
positive relationship between Islamic work ethics with dimension of commitment. There
is another local study that proved the direct, significant and positive association with
three dimensions in organizational commitment namely affective, continuance and
normative.
5.2 Conclusion
There are various implications for the strong commitment to the IWE among Muslim
managers. First, there is an emphasis on hard work, meeting deadlines and persistence.
This means that in introducing change, the establishment of a timetable and clarification
of goals and responsibilities are essential in carrying out a successful intervention.
Second, work is viewed not as end in itself, but as a means to foster personal growth and
social relations. In this context, group interactions and team activities, if designed
68
appropriately, could result in optimal facilitation of intended changes. Third, dedication
to work and work creativity are seen as virtuous. Managers and consultants should focus
their process design on the new method of change and on producing results that reinforce
existing commitment and enthusiasm. Fourth, justice and generosity in the workplace are
necessary conditions for society’s welfare.
Meanwhile, Organizational culture is an ongoing process of reality construction,
providing a pattern of understanding that helps members of organization to interpret
events and to give meaning to their working environment (Schein, 1992). It also
expresses to what extent the members of organization are willing to support each other
and also the goals and development of their organization.
In summary, the degree of employee commitment relies on whether organizations
continue to work towards their vision and also extent to which staff members are
rewarded both financially and personally. IWE and organizational culture have a
significant relationship with organizational commitment and would be an important
factor to be considered in planning change and development especially in Majlis Amanah
Rakyat (MARA) at Perlis and Kedah environment.
69
5.3 Recommendations
Apart from the theoretical implications, the findings of this study can offer some
guidelines to organization in promoting the policies and strategies in human resource. For
instant, for those employers who aspire to develop employees with characteristics of
affective and normative commitment would obviously have to engage in more serious
approach in establishing a higher degree of Islamic work ethic in their organization. It
could be a better stepping stone with introduce formal Islamic ethical codes.
Creating awareness among employees towards positive culture and work value in
organization could be a good sign for both parties. At the same time, employers play an
important role to be a role model and start to practice positive value towards their job and
show the strong commitment to their organization. So that, employees can takes it as a
challenge to show their loyalty not only to their organization but to the job as well. As a
Muslim, we should perform good deeds in everything especially while working. This is
the only way to prove to non Muslim out there pertaining their misunderstood of Islam
practices.
5.4 Suggestions for Future Research
Findings show that there is a significant relationship between Islamic work ethics,
organizational culture and organizational commitment in this context of the study.
70
Researcher would like to suggest to other researchers who might continue to do the same
or similar study to:
1) Extended the scope of study
This study is conducted in government setting so the findings only applied to this
sector and not to other sectors. The findings might be different if it is conduct in
another sector such as in private sector.
2) Enhance and adds the items in variable
In future research it would be better if the items in variables especially for
independent variable can be added to make sure the higher significant and fit in
results. Applying sets of questionnaire by another scholar would be better and will
generate the differences compare with this study.
3) Nature of Study
An exploratory investigation is a good approach to look at the nature and degree
of relationships between various elements of IWE and organizational culture on
one hand and the three components of organizational commitment on the other.
So, that the study generate a significant results and give an impact in real context
of study.
71
It is envisaged that the present study could contributes to the future study relating to
Islamic work ethics, organizational culture and organizational commitment especially in
Malaysia context.
72
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APPENDIX A
QUESTIONNAIRE (BORANG KAJI SELIDIK)
Pengenalan
Borang soal selidik ini digunakan untuk mengkaji sejauh mana etika kerja Islam dan budaya yang diamalkan oleh MARA dapat mempengaruhi komitmen kakitangan terhadap kerjaya dan organisasi.
Semua maklumat dan jawapan di dalam borang ini adalah sulit dan digunakan untuk tujuan kajian ini
sahaja. Soal selidik ini mengandungi empat (4) bahagian iaitu:
Bahagian A: Butiran Peribadi
Bahagian B: Etika Kerja Islam
Bahagian C: Budaya Organisasi
Bahagian D: Komitmen Organisasi
Sila jawab SEMUA soalan di ke empat - empat bahagian yang disediakan. Kerjasama dan keikhlasan anda menjawab semua soalan amat dihargai.
BAHAGIAN A: BUTIRAN PERIBADI
81
BAHAGIAN B: ETIKA KERJA ISLAM
Sila nyatakan pendapat anda mengenai situasi yang terdapat di dalam organisasi anda sekarang
dengan membulatkan nombor yang sesuai mengikut skala di bawah:
1 Sangat tidak bersetuju
2 Tidak bersetuju
3 Neutral 4 Setuju
5 Sangat bersetuju
No Item Pilihan Jawapan
1. Sifat malas adalah satu sifat yang tidak terpuji. 1 2 3 4 5
2. Berdedikasi terhadap kerja adalah sifat murni. 1 2 3 4 5
3. Kerja yang baik memberi manfaat kepada diri dan orang lain. 1 2 3 4 5
4. Adil dan murah hati di tempat kerja adalah diperlukan untuk kebajikan pekerja. 1 2 3 4 5
5. Menghasilkan sesuatu yang terbaik untuk memenuhi keperluan seseorang
menyumbang kepada kemakmuran keseluruhan masyarakat.
1 2 3 4 5
6. Kerja harus dilakukan berdasarkan keupayaan sebenar seseorang. 1 2 3 4 5
7. Kerja bukan bersifat peribadi semata - mata, tetapi bertujuan mendidik pembangunan kendiri dan hubungan sosial.
1 2 3 4 5
8. Tanpa kerja hidup tidak bermakna. 1 2 3 4 5
9. Terlalu banyak waktu terluang tidak baik untuk masyarakat. 1 2 3 4 5
10. Perhubungan manusia perlu dititikberatkan dan digalakkan di dalam organisasi. 1 2 3 4 5
11. Kerja membolehkan seseorang mengawal persekitaran. 1 2 3 4 5
12. Bekerja secara kreatif adalah sumber kebahagiaan dan kejayaan. 1 2 3 4 5
13. Sesiapa yang bekerja akan lebih maju di dalam hidupnya. 1 2 3 4 5
14. Kerja memberi peluang seseorang berdikari. 1 2 3 4 5
15. Orang yang berjaya adalah orang yang selalu mencapai sasaran dalam kerjanya. 1 2 3 4 5
16. Seseorang perlu bekerja keras secara berterusan untuk memenuhi
tanggungjawabnya.
1 2 3 4 5
17. Nilai sesuatu kerja diambilkira berdasarkan niat atau tujuan seseorang berbanding hasil yang diperolehi.
1 2 3 4 5
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BAHAGIAN C: KOMITMEN ORGANISASI
Sila bulatkan nombor yang sesuai mengikut skala di bawah dengan menyatakan pendapat anda
kepada soalan - soalan berikut:
1 Sangat tidak bersetuju
2 Tidak bersetuju
3 Neutral 4 Setuju
5 Sangat bersetuju
No Item Pilihan Jawapan
1. Saya mempunyai perasaan dimiliki oleh MARA yang sangat kuat. 1 2 3 4 5
2. Saya merasakan seperti sebahagian daripada keluarga di dalam MARA ini. 1 2 3 4 5
3. Saya gembira berbicara tentang MARA dengan masyarakat di luar sana. 1 2 3 4 5
4. MARA adalah sangat bermakna kepada saya. 1 2 3 4 5
5. Saya sangat merasakan yang masalah di MARA ini turut menjadi masalah saya juga.
1 2 3 4 5
6. Saya rasa yang tidak mudah untuk saya terikat di organisasi lain jika di
bandingkan dengan di MARA.
1 2 3 4 5
7. Saya dapat merasakan bahawa perasaan saya terikat dengan MARA. 1 2 3 4 5
8. Saya sangat gembira untuk terus bersama MARA sepanjang karier saya. 1 2 3 4 5
9. Saya rasakan yang saya hanya punya sedikit pilihan untuk dipertimbangkan jika ingin meninggalkan MARA.
1 2 3 4 5
10. Banyak perkara yang akan terganggu jika saya bercadang untuk meninggalkan
MARA.
1 2 3 4 5
11. Adalah agak membebankan untuk saya meninggalkan MARA sekarang. 1 2 3 4 5
12. Saya bimbang sesuatu akan terjadi sekiranya saya ingin berhenti kerja dengan MARA tanpa sebarang perancangan.
1 2 3 4 5
13. Buat masa sekarang, terus bersama MARA adalah menjadi satu keperluan
berbanding keinginan.
1 2 3 4 5
14. Antara kesan serius meninggalkan MARA adalah kekurangan alternatif yang sedia ada.
1 2 3 4 5
15. Adalah sukar untuk saya meninggalkan MARA buat masa sekarang meskipun
saya berkeinginan untuk melakukannya.
1 2 3 4 5
16. Antara sebab utama untuk terus bekerja dengan MARA adalah jika saya
berhenti ia memerlukan pengorbanan yang besar dan mungkin juga organisasi lain takkan dapat menawarkan kemudahan sama seperti yang saya perolehi di
sini.
1 2 3 4 5
17. Antara sebab utama saya terus bekerja dengan MARA kerana saya percaya 1 2 3 4 5
83
bahawa kesetiaan adalah penting; sebab itu saya merasakan ianya adalah satu
kewajipan moral untuk terus kekal.
18. Melompat dari satu organisasi ke organisasi yang lain adalah tidak beretika bagi saya.
1 2 3 4 5
19. Saya percaya bahawa seseorang perlu bersikap setia terhadap organisasinya. 1 2 3 4 5
20. Saya masih merasakan adalah tidak wajar meninggalkan MARA walaupun ada
tawaran yang lebih baik dari tempat lain.
1 2 3 4 5
21. Saya fikir yang saya ingin menjadi orang harapan MARA yang arif. 1 2 3 4 5
22. Saya rasa kebelakangan ini ramai yang kerap melompat dari satu syarikat ke syarikat yang lain.
1 2 3 4 5
BAHAGIAN D: BUDAYA ORGANISASI
Sila nyatakan pendapat anda dengan membulatkan pilihan nombor yang diberi dibawah:
1 Sangat tidak bersetuju
2 Tidak bersetuju
3 Neutral 4 Setuju
5 Sangat bersetuju
No Item Pilihan Jawapan
1. Kakitangan adalah digalakkan untuk mendapatkan latihan dan pendidikan di
MARA.
1 2 3 4 5
2. Sumber adalah disediakan untuk kemudahan latihan dan pendidikan di kalangan kakitangan di MARA
1 2 3 4 5
3. Kebanyakan kakitangan adalah terlatih dalam penggunaan kaedah pengurusan
kualiti (alat).
1 2 3 4 5
4. Latihan kemahiran kerja yang khusus adalah disediakan untuk kakitangan
MARA.
1 2 3 4 5
5. MARA telah meningkatkan syarat - syarat pekerjaan dalam mengenalpasti
usaha pembaikan kualiti kakitangan.
1 2 3 4 5
6. Di MARA, sistem pampasanmenggalakkan sumbangan daripada individu dan
kumpulan.
1 2 3 4 5
7. Di MARA, hubungan ganjaran dan kesempurnaan kerja di dalam sistem insentif dan faedah adalah berdasarkan kualiti kerja.
1 2 3 4 5
8. Semua bentuk cadangan perlu diberi ganjaran sewajarnya dengan kebaikan
dan juga dalam bentuk tunai.
1 2 3 4 5
9. Setiap ganjaran dan hukuman sudah pun dijelaskan lebih awal kepada setiap kakitangan.
1 2 3 4 5
84
10. Di MARA, kerja di setiap jabatan diserahkan di kalangan kumpulan. 1 2 3 4 5
11. Saya lebih selesa bekerja secara berkumpulan dari seorang diri. 1 2 3 4 5
12. Di MARA, segala keputusan di tempat kerja dilakukan secara sebulat suara. 1 2 3 4 5
13. Semua unit atau jabatan di MARA selalu memberikan kerjasama kepada saya
sekiranya diperlukan.
1 2 3 4 5
14. Pihak pengurusan MARA selalu memberikan maklumbalas kepada pelanggan
/ pembekal serta membuka peluang untuk berbincang secara bertemu muka antara ahli kumpulan dan antara pelanggan / pembekal. Pendekatan
komunikasi begini adalah untuk proses mengenalpasti dan pembaikan produk.
1 2 3 4 5
15. Peningkatan komunikasi antara pihak pengurusan dan kakitangan secara
berterusan sudah lama diamalkan dan telah menjadi objektif MARA yang utama.
1 2 3 4 5
16. Di MARA, komunikasi di kalangan kakitangan adalah sangat efektif
sekiranya perkara yang dibincangkan itu adalah releven dengan mereka.
1 2 3 4 5
- Soalan Tamat -
Terima kasih kerana sudi melapangkan masa untuk menjawab soal selidik tersebut.