Work, Religious Diversity and Islam

Bouma, Gary D.; Haidar, Ali; Nyland, Chris; Smith, Wendy Ann

doi:10.1177/1038411103041001022

Cited by 48 publications

(41 citation statements)

References 7 publications

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“…Based on this notion, we expect that individuals high on IWE may take CS as a motivator for their jobs and at the same time they may be able to protect themselves from adverse effects of hindrance stressors. We assume that individuals with a high level of IWE will be more competent to come across the harmful effects of stressors, because it is the responsibility of Muslims to work ethically in organizations (Bouma, Haidar, Nyland, & Smith, 2003).…”

Section: Iwe and Job Satisfactionmentioning

confidence: 99%

The Impact of Challenge and Hindrance Stressors on Job Satisfaction: Moderating Role of Islamic Work Ethics

2017

J. Islam. bus. manag.

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Abstract. This study investigates the primary and the interactive effects of challenge and hindrance stressors and Islamic Work Ethics (IWE) on job satisfaction. The author collected data from 465 employees working in banking sector of Pakistan using selfadministered close-ended questionnaires. Multiple moderated regression was used to analyze the data. Results indicated the relationship between Challenge Stressors (CS) and job satisfaction to be insignificant while hindrance stressors had significant negative impact on job satisfaction. A significant impact of IWE on job satisfaction was also confirmed. The moderating effect of IWE on relationship between CS and job satisfaction was significant, though the IWE did not moderate the relationship between hindrance stressors and job satisfaction. The study provides managerial implications along with the limitations and future research directions.

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Section: Iwe and Job Satisfactionmentioning

confidence: 99%

The Impact of Challenge and Hindrance Stressors on Job Satisfaction: Moderating Role of Islamic Work Ethics

2017

J. Islam. bus. manag.

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“…3) To examine the significant impact of religion (Islam) on work behaviour and HRM policies and practices because this factor has received meagre attention from researchers in the past (Bourma et al, 2003) although it is often argued that religion has a direct and significant impact on human behaviour, including social interaction and social relations (Abuznaid, 2006). Comparatively little is currently known concerning HRM practices in the Middle Eastern region and how such practices are being affected by religion and other internal and external factors.…”

Section: Introductionmentioning

confidence: 99%

Human resource management with Islamic management principles

2010

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Purpose -The purpose of this paper is to explore the nature and contents of Islamic management practices and their consequent implications for human resource management (HRM) in Arab countries. In addition, the implications for multinational companies (MNCs) operating in Islamic countries and the impact of globalisation are examined before proceeding to an analysis of managerial problems in Arab countries and the need for understanding Islamic management principles by Arab (national) and international managers. Originality/value -The paper contributes to the comparatively sparse literature on Islamic management and its applications by identifying key issues for HRM implementation and in developing Western understanding of Islamic management systems.

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“…Quantitative studies, for instance, commonly apply Western operationalizations of constructs like leadership and organizational commitment to countries with very different value systems such as the Middle East and the Asia-Pacific region. Religion, however, influences how people see reality, how they see their role in life, their own power to change events and the ways that others should be treated (Bouma, Haidar, Nyland and Smith 2003). The nature and extent of religious beliefs are likely to shape how external events are interpreted and how organizations should respond to them, for example, attitudes to structuring organizations, leadership, job design and individual motivation.…”

Section: Introductionmentioning

confidence: 99%

Voluntary Turnover in the Omani Public Sector: An Islamic Values Perspective

Swailes

Fahdi²

2011

International Journal of Public Administration

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Following four decades of economic growth the public sector in Oman is experiencing an emerging problem of labour turnover to the private sector. We examine this phenomenon through semi-structured interviews with 26 current and former public employees. The rate of turnover is low but this masks the impact of losses to key technical and management roles.The main reasons for turnover are dissatisfaction with management style, reward practices and promotion opportunities. Findings are interpreted in the context of Islamic work values and implications for public management reform in Oman are given.

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Work, Religious Diversity and Islam

Cited by 48 publications

References 7 publications

The Impact of Challenge and Hindrance Stressors on Job Satisfaction: Moderating Role of Islamic Work Ethics

The Impact of Challenge and Hindrance Stressors on Job Satisfaction: Moderating Role of Islamic Work Ethics

Human resource management with Islamic management principles

Voluntary Turnover in the Omani Public Sector: An Islamic Values Perspective

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