Islamic Work Ethics- Organizational Culture

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

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absence, by the Dean of COB. It is understood that any copying or publication or use of

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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.

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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

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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,

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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

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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


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


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



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


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



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:


2 Tidak bersetuju

3 Neutral 4 Setuju

5 Sangat bersetuju


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:


2 Tidak bersetuju

3 Neutral 4 Setuju

5 Sangat bersetuju


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.

Islamic Work Ethics- Organizational Culture

Documents

majlis amanah rakyat

administrative science quarterly

standardized regression weight

structural equation modeling

van de post

universiti utara malaysia

total quality management

islamic work ethics