Human resource management practices on organisational commitment

Abstract

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.

High performance HRM and establishment performance in Pakistan: an empirical analysis

“…The existing evidence on the association between work-life balance practices and establishment performance is mixed (Beauregard and Henry, 2009). Islam encourages employees not to work beyond their capacity (Hashim, 2010). Moreover, the Islamic principles of Ehsan and Sedakah imply that employers should consider human aspects while designing their management practices (Ali, 2010).…”

“…They encourage the selection of employees from a wide pool of applicants (Guest et al, 2003) and the use of employment tests, such as skill and aptitude tests, prior to hiring to check the applicant's suitability (Guthrie et al, 2009), improving establishment performance. The recruitment of employees within an Islamic management system can only take place on the basis of competency, and individuals should not be appointed on the basis of race, colour, age, political power or blood relationships (Ali, 2010: 698;Hashim, 2010). However, collectivism, high power distance and high uncertainty avoidance may result in nepotistic workplace practices (Islam, 2005;Mangi et al, 2012) that differ significantly to high-performance HRM ones and that have a detrimental influence on establishment performance.…”

“…Islam equates hard work to spiritual fulfilment, and emphasizes adequate and reasonable financial rewards (Hashim, 2010).…”

The Mediating Role of Knowledge Management and the Moderating Part of Organizational Culture between HRM Practices and Organizational Performance

“…To evaluate HRM practices, a total of 10 best practices were adopted on the basis of prior research (Cai & Kleiner, 2004;González, 2004;Hashim, 2010;Moideenkutty et al, 2011;Ortega-Parra & Sastre-Castillo, 2013;Rowden, 2002;Tan & Nasurdin, 2011;Zairi, 1998): Employment security (ES), selective staffing (SS), extensive training (ET), performance evaluation (PE), information sharing (IS), incentives (IN), promotions (PR), empowerment (EM), career management (CM) and employees' health and safety (HS) (Chan & Mak, 2012).…”

Enacting the HRM Role: What Matters to Line Managers?

“…More importantly, this is evidence of the devolution of the HRM role to LMs in Malaysian organizations and indicates a transformation from personnel management to HRM in Malaysia. Others have also reported that organizations in Malaysia are beginning to adopt HRM practices (Hashim, 2010;Yusoff et. al, 2010).…”