Mediating effect of intrinsic motivation on the relationship between Islamic work ethic, job satisfaction, and organizational commitment in banking sector

Abstract

Purpose In line with the general purpose mentioned, this paper aims to determine the impact of the Islamic work ethic (IWE) on job satisfaction and organizational commitment among the employees of Bank Maskan by examining the mediating role of intrinsic motivation. Design/methodology/approach Analysis of data obtained from 220 questionnaires related to research variables with AMOS software shows a positive and significant relationship between IWE and job satisfaction and organizational commitment with the mediating role of intrinsic motivation. Findings The findings revealed a direct effect of IWE on job satisfaction, but there was no direct significant relationship between this variable and organizational commitment. Also, intrinsic motivation plays a partial and completely mediatory role in the relationship between IWE and job satisfaction and between IWE and organizational commitment. Research limitations/implications The impact of participation in strategic planning on managers’ creation of budgetary slack: The mediating role of autonomous motivation and affective organizational commitment. Originality/value As the nature of bank employees’ work is such that it confronts them with numerous ethical choices, the adherence to ethical standards, particularly IWE, can greatly affect their enthusiasm and, as a result, their satisfaction and organizational commitment.

The Influence of Psychological Empowerment and Islamic Spiritual Leadership on Organizational Commitments and Intrinsic Motivation

“…So it can be concluded that the stronger intrinsic motivation of the Campus Dawah Association administrators will affect increasing their organizational commitment. These results similar to the research by Gheitani et al(2018); Yousaf et al (2014);and Imran, et al (2016). "Interest in work" is an indicator of intrinsic motivation with the highest average value.…”

“…In addition, it was also found that psychological empowerment had a significant effect on intrinsic motivation (Zhang and Bartol, 2010;Brooks and Young, 2011;Fook et al 2011). In addition to this, intrinsic motivation can also influence organizational commitment (Gheitani, et al 2018;Yousaf et al 2014;Imran et al 2016). Based on the studies mentioned above, the hypothesis is formulated as follows: H 1 : Psychological empowerment has a significant effect on organizational commitment H 2 : Psychological empowerment has a significant effect on intrinsic motivation H 3 : Intrinsic motivation has a significant effect on organizational commitment…”

“…To developan organizational commitment to people in non-profit organizations,a motivation that comes from within is needed. Intrinsic motivation is proven to increase organizational commitment (Gheitani, et al 2018;Yousaf et al 2014;Imran et al 2016).…”

“…Therefore, the hypothesis is formulated as follows: H 4 : Islamic spiritual leadership has a significant effect on organizational commitment H 5 : Islamic spiritual leadership has a significant effect on intrinsic motivation A study by Fook et al (2011), asserts that psychological empowerment has a positive and significant effect on intrinsic motivation and has a negative effect on the intention to leaveand that organizational commitment is identical to the individual's commitment to stay in the organization. A study by Gheitani et al (2018) explains that intrinsic motivation can mediate the influence of Islamic work ethics, which is a development of Islamic leadership on organizational commitment. Based on the study, the following hypothesis is formulated: H 6 : Intrinsic motivation mediates the effect of psychological empowerment on organizational commitment H 7 : Intrinsic motivation mediates the influence of Islamic spiritual leadership on organizational commitment…”

Islamic work ethics, organizational commitment and job satisfaction of Islamic banks in Indonesia

“…Numerous studies have found that the IWE is closely associated with job satisfaction, e.g. Mohamed, Karim, and Hussein (2010), Yousef (2000), Yousef (2001), Rokhman and Omar (2008), Rokhman (2010), Marri, Sadozai, Zaman, and Ramay (2012), Komari and Djafar (2013), and Gheitani, Imani, Seyyedamiri, and Foroudi (2018). With these arguments, IWE's adoption is required in business operations to bring positive results including job satisfaction.…”