Purpose -This paper aims to examine the impact of religiosity and spirituality on employee performance in multi-cultural and multi-religious organisations. Design/methodology/approach -This study adopted Religiosity Personality Index (MRPI) by Azimi et al., Spirituality Involvement and Beliefs Scale (SIBS) by Hatch et al., and Performance Measures by Sarmiento et al. The performance data was collected from employees, peers, and supervisors. The study administered and received all the 435 completed sets of questionnaires (435 employees, 870 peers, and 435 supervisors). Findings -SEM analysis showed that religiosity and spirituality have a significant positive relationship with employees' performance. Better spiritual condition improves performance. Religion functions as a moderating variable in employees' job performance.Research limitations/implications -This study has extended the knowledge of spirituality in the workplace by confirming that spirituality is more significant than religiosity in influencing employees' performance. Religion, however, moderates spirituality-performance relationship. Practical implications -Based on the empirical findings of this study, organizations may formulate new policies and strategies for improving employee performance by allowing and encouraging spiritual activities in the workplace irrespective of religious and spiritual beliefs, thereby facilitating understanding and mutual respect. A culture of respect for diversity of beliefs and faiths should be cultivated in the workplace by enforcing appropriate codes of conduct as well as instilling values of tolerance, respect and compassion, which would result in more productive teamwork and improved performance. Originality/value -This is the only study that measured the impact of religiosity and spirituality on employees' performance using three different sources of data: employees, peers, and supervisors.
If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -Islam urges all Muslims to perform their utmost best when they work. Giving the best requires full commitment. Employees' commitment is influenced by many factors, including the management styles within the organisation. This paper aims to examine the management of human resources from the Islamic perspective and its effects on organisational commitment among selected employees in Islamic organisations in Malaysia. Design/methodology/approach -The study employed a self-developed questionnaire that was personally distributed to employees. In total, 121 Muslim employees who work in various positions in eight Islamic organisations participated as respondents of this study. Findings -The findings revealed that the selected organisations frequently practise the Islamic approach in all its human resource management (HRM) functions. The results of correlation and regression analysis show that the Islamic approach in HRM was highly and significantly correlated to organisational commitment. About 45 per cent of the organisational commitment variance was explained by the Islamic approach in HRM. Practical implications -An introduction to the Islamic approach in HRM practices is an initial attempt to provide managers with an effective way of managing and understanding the people they work with. This knowledge would be useful to even non-Muslim managers. For Muslim human resource managers, it is essential for them to not only know but also to apply the Islamic approach in managing employees. Non-Muslim managers will have a better understanding of the expected behaviours of their Muslim employees. Muslim employees regardless for who they work are expected to be honest, trustworthy, and determined to continuously strive for the best. Originality/value -This study is unique from other previous studies. Instead of discussing Islamic management in general, this study explores in-depth every function of HRM based on authentic Islamic sources, as well as providing empirical evidence.
Article information:To cite this document: Junaidah Hashim, (2009),"Islamic revival in human resource management practices among selected If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services. AbstractPurpose -In an era where religion predominantly presents an integral influence on the way most people live and work, an Islamic approach in managing human resources in Malaysia is apt. This is due to the fact that Muslim employees represent the largest percentage of the workforce in Malaysia and the Malaysian government is implementing an Islamization process in the country. The purpose of this paper is to explore the extent to which Muslim employees are aware of Islamic human resource management (HRM) practices and the extent to which Islamic organisations in Malaysia practice HRM based upon the Islamic approaches as outlined by the sacred Islamic texts. Design/methodology/approach -This is a survey-based research. It uses a self-developed questionnaire for data collection. A total of 121 Muslim employees who work in Islamic organisations participate as respondents in this paper. Factor analysis is used for data analysis. Findings -The results show that the selected Muslim employees in Islamic organisations in Malaysia are aware of the Islamic HRM practices which they practice frequently. Practical implications -Religious foundations of HRM strategies are important but are rarely highlighted in the literature. This paper would become an important reference for future studies pertaining to HRM practices in the Islamic context. An introduction to Islamic human resource practices is an initial attempt to provide managers with an additional way of managing people. For Muslim human resource managers who work in Islamic organisations, i.e. those Muslim-owned or dealing with Islamic teachings, it is an obligation for them to not only know but also to apply the Islamic approach in managing employees. Non-Muslim managers would have a better understanding of the expected and acceptable behaviours of their Muslim employees at the workplace. Among the behaviours expected of true Muslim employees; regardless of whom they work for, are honesty, trustworthiness, and continuous determination to work for the best. Originality/value -This paper is unique from other previous studies for instead of discussing Islamic management in general, this paper explores in depth every function of HRM based on authentic Islamic sources, as well as providing empirical evidence.
Purpose -The study aims to analyze the differences between national and expatriate academic staff perception of organizational justice in Malaysian institutions of higher learning. It also explores the role of organizational justice in shaping teaching faculties' attitude ( job satisfaction and commitment) and behavioral intention (turnover intention). Design/methodology/approach -The sample consisted of teaching staff belonging to several faculties drawn from four public universities in Malaysia. Sample was divided into two groups -Malaysian nationals with tenure appointments and expatriates with contractual appointments. Data were collected using standardized tools to measure the study variables. Findings -Except for job satisfaction, where Malaysians recorded significantly higher endorsement compared to expatriates, no significant difference was found between the two groups on perception of distributive, procedural, and interactional aspects of organizational justice, as well as organizational commitment and turnover intention. However, Malaysians demonstrated significantly higher level of job satisfaction compared to expatriates. Different facets of organizational justice predicted work outcomes in the two groups. Whereas interactional and distributive justice promoted expatriates' organizational commitment and/or intention to stay with the organization, it was mainly procedural justice that contributed to local employees' job satisfaction, organizational commitment, and turnover intentions. Distributive justice also predicted turnover intentions of locals.Practical implications -The study should add to the literature on international human resource management. Organizations that employ expatriates and knowledge workers should benefit from the findings of this study. Originality/value -Not many empirical studies have been conducted on university academic staffs' perception of organizational justice in an Asian context, as well as how employment practices might influence justice perception and resultant work outcomes of national citizens vs expatriates. This study attempts to fulfill the gap.
Purpose – The purpose of this paper is to examine the work challenges of employees with disabilities and predict the organisational behaviours of employees and their involvement in employment. Design/methodology/approach – A self-developed questionnaire was used to gather relevant information from employers, employees with disabilities and their co-workers. The questionnaires were distributed and administered by a number of trained enumerators. Findings – Both employers and co-workers perceived that their organisations have provided conducive organisation climate, comfortable work environment and reasonable adjustment for their employees with disabilities. Employees with disabilities are found loyal and committed. They are satisfied with the job. Organisational loyalty and commitment are predicted by the organisations’ ability to restructure their job design to suit to the needs of employees with disabilities. Research limitations/implications – Initially, this study planned to use purposive sampling; however, due to poor database maintained by the relevant agency of employees with disability employment in the country, the paper was unable to identify which employers employ how many employees with disabilities. The sampling then was based on convenient sampling. Practical implications – Job design, organisational climate and comfortable work environment have long been recognised for motivating employees’ performance (Hackman et al., 1975; Garg and Rastogi, 2006). The paper's findings show that these factors also motivate employees with disabilities. This is added value to the existing body of knowledge as limited is known about the motivation of employees with disabilities. Originality/value – This study is unique because it gathers data from several parties: employees with disabilities, the co-workers and the employers.
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