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 whole or in part, for scholarly purposes may be granted by my supervisor or, in their absence, by the Dean of COB. It is understood that any copying or publication or use of this thesis or part thereof for financial gain shall not be allowed without my written permission. It is also understood that the recognition shall be given to me and to 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 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 Background of study Purpose of study Problem statement Research objectives Research questions Significance of study Scope of study Assumption Definition of key term 1.9.1 Organizational Commitment 1.9.2 Islamic Work Ethics 1.9.3 Organizational Culture Organization of Remaining Chapters 1 3 3 7 7 7 9 9 10 10 11 12

1.10

CHAPTER TWO: LITERATURE REVIEW 2.0 2.1 2.2 2.3 2.4 2.5 2.6 2.2 2.3 Introduction Organizational Commitment Work Ethics Islamic Work Ethics Organizational Culture The Link between Islamic Work Ethic and Organizational Commitment The Link between Organizational Culture and Organizational Commitment. Research model / framework Conclusion 13 13 18 19 24 28 29 33 34

CHAPTER THREE: METHODOLOGY 3.0 3.1 Introduction Research design 3.1.1 Type of Study 3.1.2 Unit of Analysis Data Collection Procedure Instrumentations Data Analysis Techniques 35 35 35 36 36 40

3.2 3.3 3.4

CHAPTER FOUR: FINDINGS 4.0 4.1 4.2 Introduction Demographic Characteristics Measurement Model (CFA) 4.2.1 Measurement Model for Islamic Work Ethics 4.2.2 Measurement Model for Organizational Culture 4.2.3 Measurement Model for Organizational Commitment Reliability Analysis of The Measures: Cronbachs Alpha Structural Model Conclusion 42 42 47 47 49 52 54 56 62

4.3 4.4 4.5

CHAPTER FIVE: DISCUSSION, CONCLUSION AND RECOMMENDATIONS 5.0 5.1 5.2 5.3 5.4 Introduction Discussion Conclusion Recommendations Suggestion for Future Research 63 63 67 69 69

REFERENCE

72

APPENDICES Questionnaires 80

LIST OF TABLES

Table 4.1 Table 4.2 Table 4.3 Table 4.4 Table 4.5 Table 4.6 Table 4.7 Table 4.8 Table 4.9 Table 4.10

Frequency Distribution: Gender Frequency Distribution: Marital Status Frequency Distribution: Location (Place of Origin) Frequency Distribution: Education Goodness of Fit Index (GOF): IWE Goodness of Fit Index (GOF): Organizational Culture Goodness of Fit Index (GOF): Organizational Commitment Reliability Analysis for the Study Goodness of Fit Index (GOF): Structural Model Structural Model Test Estimation Value

44 42 45 46 47 51 52 54 58 59

LIST OF FIGURES

Figure 1.1

Theoretical Framework of Relationship between Islamic Work Ethic, Organizational Culture And Organizational Commitment. 33 43 48 50 53 56

Figure 4.1 Figure 4.2 Figure 4.3 Figure 4.4 Figure 4.5

Frequency Distribution: Age Measurement Model for Islamic Work Ethics Measurement Model for Organizational Culture Measurement Model for Organizational Commitment Structural Models

LIST OF ABBREVIATION

AMOS CFA CFI DF GOF IWE MARA NFI RMSEA SEM TLI

Analysis of Moment Structures Confirmatory Factor Analysis Comparative Fit Index Degree of Freedom Goodness of Fit Index Islamic Work Ethic Majlis Amanah Rakyat Normed Fit Index Root Mean Square Error of Approximation Structural Equation Modeling Tucker Lewis Index

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.

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.

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

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

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 ones 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 ones 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

necessary to form the baseline for future research after planned changes occur and its relation with organizational commitment.

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

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 employees 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.

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.

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 ones 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 individuals identification and involvement with a particular organization, characterized by three factors which is, (a) a strong belief in and acceptance of the organizations 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 organizations benefaction and success. Its 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 individuals 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 individuals towards the organization goal and value. Generally, organizational commitment refers to the attachment, emotionally and functionally to ones 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 individuals 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 employees 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 ones 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 ones 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 persons 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 individuals assessment of the cost associated with leaving ones 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

18

should not overlook the fact that other societies have their own work ethics and beliefs. This statement is true when its 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-maaruf (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 persons need and necessity to establish equilibrium in ones 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 theres 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 ones 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

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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.

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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 organizations 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 members communications, justifications and behavior. Secondly, culture is important because the differences between nonconformity in behavior and nonconformity in

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beliefs can be better understand and accounted for when considering the individuals 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

25

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. Its 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

26

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.

27

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 Islams expectations with respect to ones 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, ones attitudes and behaviors would tend to be consistent with the rules and stipulation of the religion. Hence, of the basis, a persons 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

28

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,

29

well-being, and sense of belonging, thus directly strengthening the organizations 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 Herzbergs (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

30

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 Organizational Commitment.

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.

31

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 Organizational Commitment.

32

2.1

Research Model / Framework

Independent Variables (IV)

Dependent Variable (DV)

ISLAMIC WORK ETHIC

ORGANIZATIONAL COMMITMENT ORGANIZATIONAL CULTURE Training & Development Reward & Recognition Teamwork Organizational Communication Affective Continuance Normative

Figure 1.1

Theoretical framework of Relationship between Islamic Work Ethic, Organizational Culture and Organizational Commitment

33

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.

34

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.

35

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, peoples 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

36

in the workplace are necessary conditions for societys welfare, Producing more than enough to meet ones 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 communications 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 recognitions dimension, the examples of items are: This Company improves working conditions in order to recognize employee quality improvement

37

efforts, and The Companys 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 Allens (1991). Organizational Commitment Questionnaire (OCQ) consists of

38

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.

39

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 Cronbachs Alpha test to measure all variables 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

40

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).

41

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 Cronbachs 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.

42

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.

AGE

40

30

Frequency

20

10

0 18 - 25 26 - 33 34 - 41 42 - 49 50 - 57

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.

43

Table 4.1 Frequency Distribution: Gender

Gender Male Female Total Frequency 67 53 120 Percent (%) 55.8 44.2 100.0

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 Single Married Others Total Frequency 32 87 1 120 Percent (%) 26.7 72.5 .8 100.0

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.

44

Table 4.3 Frequency Distribution: Location (place of origin) Place of Origin Perlis Kedah Penang Perak Kelantan Kuala Lumpur N. Sembilan Melaka Total Frequency 38 54 8 6 5 4 2 3 120 Percent (%) 31.7 45.0 6.7 5.0 4.2 3.3 1.7 2.5 100.0

Table 4.3 describes the distributions of respondents place of origin. According to the Table above, 54 respondents or 45.0% are from Kedah. Then, its 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.

45

Table 4.4 Frequency Distribution: Education Education PMR SPM STPM Diploma Degree Others Total Frequency 2 36 19 36 19 8 120 Percent (%) 1.7 30.0 15.8 30.0 15.8 6.7 100.0

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, its followed by respondents who are STPM and Degrees 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 Certificates 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.

46

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 (2) and Degree of Freedom (DF) are related with each other, so the result should have Df > 0 and a low 2 as much as possible.

Table 4.5 Goodness of Fix Index (GOF): IWE Comparative Normed Fit Index Fit Index (CFI) (NFI) .979 .917 Tucker Lewis Index (TLI) .958 Root Mean Square Error (RMSEA) .049

X2 Value

DF

CMIN/DF

PValue

6.426

1.285

.267

47

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.

.06
E1 E2 E3 E4 E5 E6 E7 E8 E9 E10 E11 E12 E13 E14 E15 E16 E17

IWE1 IWE2 IWE3 IWE4 IWE5 IWE6 IWE7 IWE8 IWE9 IWE10 IWE11 IWE12 IWE13 IWE14 IWE15 IWE16 IWE17

.03 .04 .05 .06 .14 .26 .28 .30 .15 .42 .22 .41 .36 .34 .50
Goodness of Fit Index

.25 .17 .20 .23 .25 .38 .51 .53 .55 .39 .65 .47 .64 .60 .58 .70 .31

IWE

.10

P:.000 Chi Square:471.066 CMINDF:3.959 CFI:.457 NFI:.400 TLI:.380 RMSEA:.158

IWE = Islamic Work Ethics

Figure 4.2

Measurement model for Islamic work ethics

48

Meanwhile, the Root Mean Square Error of Approximation (RMSEA) is another measure
2

that attempts to correct the tendency of the 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 2 test yields a value of 6.426 which, evaluated with 5 degrees of freedom, has a corresponding p-value of .267. This pvalue 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

49

communication consist of 3 items only. The same steps in previous measurement model for Islamic work ethics also applied in this model.

.12
E1 E2 E3 E4 CTD1

.41 .35 .64 CTD2 .81 .90 CTD3 .85 .72

CTD4

CTD

.37
E5 E6 E7 E8 E9 CRR1

.75

.58 .61 CRR2 .42 .76 .65 CRR3 .40 .63 CRR4 .68 .47
CRR5

CRR

.78

.36
E10 E11 E12 E13 CTW1

.69

.61

.60 .60 .77 CTW2 .63 .79 CTW3 .76 .58

CTW4

CTW

.48

Goodness of Fit Index

.56
E14 E15 E16 COC1

.90 .75

.04 .20 COC2 .51 .72

COC3

COC

P:.000 Chi Square:299.431 CMINDF:3.055 CFI:.786 NFI:.718 TLI:.738 RMSEA:.131

CTD = Training & development, CRR = Reward & recognition CTW = Teamwork COC = Organizational communication

Figure 4.3

Measurement model for organizational culture

50

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 Comparative Normed Fit Index Fit Index (CFI) (NFI) .979 .922 Tucker Lewis Index (TLI) .968 Root Mean Square Error (RMSEA) .052

X2 Value

DF

CMIN/DF

PValue

57.013

43

1.326

.075

The results of overall model fit are all within specification. The 2 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.

51

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 PValue Comparative Normed Fit Index Fit Index (CFI) (NFI) .992 .922 Tucker Lewis Index (TLI) .989 Root Mean Square Error (RMSEA) .030

DF

CMIN/DF

45.297

41

1.105

.297

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

52

.60
E1 E2 E3 E4 E5 E6 E7 E8 E9 E10 E11 E12 E13 E14 E15 E16
OCA1 OCA2

.73

.70 .77 .85 OCA3 .66.84 .81 OCA4 .66 .81 OCa OCA5 .78 .62 .74 OCA6 .55 .67
OCA7 OCA8

.44 .27 .49

OCC1 OCC2

.57

.64 .52 .76 OCC3 .65.80 .81 OCC4 .41 .64 OCc OCC5 .56 .31 .43 OCC6 .18 .57
OCC7 OCC8

.67

.32 .30 .70

Goodness of Fit Index P:.000 Chi Square:697.879 CMINDF:3.388 CFI:.715 NFI:.643 TLI:.680 RMSEA:.142 OCA = Affective commitment OCC = Continuance commitment OCN = Normative commitment

E17 E18 E19 E20 E21 E22

OCN1 OCN2

.55 .50.87 .70 OCN3 .58 .76 OCn OCN4 .63 .40 .12 OCN5 .01
OCN6

.75

Figure 4.4

Measurement model for organizational commitment

53

4.3

Reliability Analysis of The Measures: Cronbachs Alpha

The internal consistency reliability of the items for each independent and dependent variable was obtained through the Cronbachs Alpha Reliability Coefficient. The results are suggested in Table 4.8. The results indicate that the Cronbachs Alpha for the Islamic Work Ethics (IWE) item is 0.80. Cronbachs 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 Islamic Work Ethic (IWE) Organizational Culture - Training & Development - Reward & Recognition - Teamwork - Organizational Communication Organizational Commitment - Affective Commitment - Continuance Commitment - Normative Commitment 0.89 0.85 0.85 0.93 0.85 0.75 0.79 0.73 0.78 0.77 0.78 0.79 0.81 0.12 Cronbachs Alpha (Previous Study) 0.78 Cronbachs Alpha (This Study) 0.80

54

The result of Cronbachs Alpha for organizational commitments 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 communications scale.

55

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).

.20
E1 IWE6

.24 .44
E2 IWE7

.49

E3

IWE13

.37 .61 .45 .67

IWE
res1

E4

IWE16 .40

.16
E5 IWE17

.22 .53 .47 .44 .65

CA

res2

.20

CO
.72
E6

CC
res3

.42 .85 .85

CN
Goodness of Fit Index P:.000 Chi Square:107.805 CMINDF:2.507 CFI:.815 NFI:.734 TLI:.763 RMSEA:.113 IWE = Islamic Work Ethics CU = Organizational Culture TD = Training & Development RR = Rewards & Recognition TW = Training CO = Organizational Commitment CA = Affective Commitment CC = Continuance Commitment CN = Normative Commitment

TD

.27
E7

RR

.52 .81

CU

.65
E8

TW

Figure 4.5 56

Structural Model

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 models 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 Cronbachs Alpha test had been tested, one of cultures dimensions was deleted. George & Mallery (2003) was provided the rules of thumb in determine the reliability which is:

>.9 = excellent; >.8 = good; > .7 = acceptable; > .6 = questionable; > .5 = poor, and < .5 = unacceptable.

Due to the lower result in Cronbanchs Alpha consistency reliability test ( = .12), organizational communication which is dimension for organizational culture is deleted from this model.

57

As a result the remaining organizational culture dimensions are 9 items while organizational commitments dimensions remain the same because all dimensions have higher reliability when tested with Cronbachs 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 Comparative Fit Index (CFI) .815 Normed Fit Index (NFI) .734 Tucker Lewis Index (TLI) .763 Root Mean Square Error (RMSEA) .113

X2 Value 107.805

DF

CMIN/DF 2.507

PValue .000

43

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.

58

Table 4.10 Structural Model Test Estimation Value

Dependent Variable Independent Variable

Estimate
0.48 0.67 1.01 0.72 1.00 0.64 0.65 1.00 1.00 0.96 0.80 0.61 0.63

Standardized Regression Weights

0.53 0.85 0.85 0.52 0.81 0.47 0.44 0.65 0.40 0.67 0.62 0.49 0.44

S.E.
0.16 0.12 0.12 0.13 0.14 0.16

C.R.
2.98 6.23 8.38 5.39 4.40 4.18

P
0.00 0.00 0.00 0.00 0.00 0.00

CO CO m_TD m_RR m_TW m_CA m_CC m_CN IWE17 IWE16 IWE13 IWE7 IWE6

IWE CU CU CU CU CO CO CO IWE IWE IWE IWE IWE

0.28 0.24 0.20 0.21

3.40 3.33 3.06 2.92

0.00 0.00 0.00 0.00

The Table above shows that regression coefficient of every variables are significant which is = 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

59

The standardized regression weight for CO

IWE is 0.53 which is significant at level

= 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 = 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.

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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.

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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 Cronbachs Alpha value. Lastly, the hypothesis was tested based on the structural model and the relationship of each model can be determined.

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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

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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 employees 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 employees emotional attachment to organization. It means that employees with strong affective commitment remain with the organization

64

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 employees 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 cultures 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 ODriscoll 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 65

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

66

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

67

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 societys 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.

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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.

69

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.

70

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.

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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

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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 2 3 4 5 No 1. 2. 3. 4. 5. 6. 7. 8. 9. Sangat tidak bersetuju Tidak bersetuju Neutral Setuju Sangat bersetuju Item Sifat malas adalah satu sifat yang tidak terpuji. Berdedikasi terhadap kerja adalah sifat murni. Kerja yang baik memberi manfaat kepada diri dan orang lain. Adil dan murah hati di tempat kerja adalah diperlukan untuk kebajikan pekerja. Menghasilkan sesuatu yang terbaik untuk memenuhi keperluan seseorang menyumbang kepada kemakmuran keseluruhan masyarakat. Kerja harus dilakukan berdasarkan keupayaan sebenar seseorang. Kerja bukan bersifat peribadi semata - mata, tetapi bertujuan mendidik pembangunan kendiri dan hubungan sosial. Tanpa kerja hidup tidak bermakna. Terlalu banyak waktu terluang tidak baik untuk masyarakat. Pilihan Jawapan 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5

10. Perhubungan manusia perlu dititikberatkan dan digalakkan di dalam organisasi. 11. Kerja membolehkan seseorang mengawal persekitaran. 12. Bekerja secara kreatif adalah sumber kebahagiaan dan kejayaan. 13. Sesiapa yang bekerja akan lebih maju di dalam hidupnya. 14. Kerja memberi peluang seseorang berdikari. 15. Orang yang berjaya adalah orang yang selalu mencapai sasaran dalam kerjanya. 16. Seseorang perlu bekerja keras secara berterusan untuk memenuhi tanggungjawabnya. 17. Nilai sesuatu kerja diambilkira berdasarkan niat atau tujuan seseorang berbanding hasil yang diperolehi.

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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: 1 2 3 4 5 Sangat tidak bersetuju Tidak bersetuju Neutral Setuju Sangat bersetuju

No 1. 2. 3. 4. 5. 6. 7. 8. 9.

Item Saya mempunyai perasaan dimiliki oleh MARA yang sangat kuat. Saya merasakan seperti sebahagian daripada keluarga di dalam MARA ini. Saya gembira berbicara tentang MARA dengan masyarakat di luar sana. MARA adalah sangat bermakna kepada saya.

Pilihan Jawapan 1 1 1 1 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5

Saya sangat merasakan yang masalah di MARA ini turut menjadi masalah 1 saya juga. Saya rasa yang tidak mudah untuk saya terikat di organisasi lain jika di 1 bandingkan dengan di MARA. Saya dapat merasakan bahawa perasaan saya terikat dengan MARA. Saya sangat gembira untuk terus bersama MARA sepanjang karier saya. 1 1

Saya rasakan yang saya hanya punya sedikit pilihan untuk dipertimbangkan 1 jika ingin meninggalkan MARA.

10. Banyak perkara yang akan terganggu jika saya bercadang untuk meninggalkan 1 MARA. 11. Adalah agak membebankan untuk saya meninggalkan MARA sekarang. 1 12. Saya bimbang sesuatu akan terjadi sekiranya saya ingin berhenti kerja dengan 1 MARA tanpa sebarang perancangan. 13. Buat masa sekarang, terus bersama MARA adalah menjadi satu keperluan 1 berbanding keinginan. 14. Antara kesan serius meninggalkan MARA adalah kekurangan alternatif yang 1 sedia ada. 15. Adalah sukar untuk saya meninggalkan MARA buat masa sekarang meskipun 1 saya berkeinginan untuk melakukannya. 16. Antara sebab utama untuk terus bekerja dengan MARA adalah jika saya 1 berhenti ia memerlukan pengorbanan yang besar dan mungkin juga organisasi lain takkan dapat menawarkan kemudahan sama seperti yang saya perolehi di sini. 17. Antara sebab utama saya terus bekerja dengan MARA kerana saya percaya 1
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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 1 bagi saya. 19. Saya percaya bahawa seseorang perlu bersikap setia terhadap organisasinya. 1 20. Saya masih merasakan adalah tidak wajar meninggalkan MARA walaupun ada 1 tawaran yang lebih baik dari tempat lain. 21. Saya fikir yang saya ingin menjadi orang harapan MARA yang arif. 1 22. Saya rasa kebelakangan ini ramai yang kerap melompat dari satu syarikat ke 1 syarikat yang lain. 2 2 2 2 2 3 3 3 3 3 4 4 4 4 4 5 5 5 5 5

BAHAGIAN D: BUDAYA ORGANISASI Sila nyatakan pendapat anda dengan membulatkan pilihan nombor yang diberi dibawah: 1 2 3 4 5 Sangat tidak bersetuju Tidak bersetuju Neutral Setuju Sangat bersetuju

No 1. 2. 3. 4. 5. 6. 7. 8. 9.

Item

Pilihan Jawapan 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 5

Kakitangan adalah digalakkan untuk mendapatkan latihan dan pendidikan di 1 MARA. Sumber adalah disediakan untuk kemudahan latihan dan pendidikan di 1 kalangan kakitangan di MARA Kebanyakan kakitangan adalah terlatih dalam penggunaan kaedah pengurusan 1 kualiti (alat). Latihan kemahiran kerja yang khusus adalah disediakan untuk kakitangan 1 MARA. MARA telah meningkatkan syarat - syarat pekerjaan dalam mengenalpasti 1 usaha pembaikan kualiti kakitangan. Di MARA, sistem pampasanmenggalakkan sumbangan daripada individu dan 1 kumpulan. Di MARA, hubungan ganjaran dan kesempurnaan kerja di dalam sistem 1 insentif dan faedah adalah berdasarkan kualiti kerja. Semua bentuk cadangan perlu diberi ganjaran sewajarnya dengan kebaikan 1 dan juga dalam bentuk tunai. Setiap ganjaran dan hukuman sudah pun dijelaskan lebih awal kepada setiap 1 kakitangan.
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10. Di MARA, kerja di setiap jabatan diserahkan di kalangan kumpulan. 11. Saya lebih selesa bekerja secara berkumpulan dari seorang diri. 12. Di MARA, segala keputusan di tempat kerja dilakukan secara sebulat suara.

1 1 1

2 2 2 2 2

3 3 3 3 3

4 4 4 4 4

5 5 5 5 5

13. Semua unit atau jabatan di MARA selalu memberikan kerjasama kepada saya 1 sekiranya diperlukan. 14. Pihak pengurusan MARA selalu memberikan maklumbalas kepada pelanggan 1 / 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. 15. Peningkatan komunikasi antara pihak pengurusan dan kakitangan secara 1 berterusan sudah lama diamalkan dan telah menjadi objektif MARA yang utama. 16. Di MARA, komunikasi di kalangan kakitangan adalah sangat efektif 1 sekiranya perkara yang dibincangkan itu adalah releven dengan mereka.

- Soalan Tamat Terima kasih kerana sudi melapangkan masa untuk menjawab soal selidik tersebut.

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