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Job
Islamic work ethics, organizational satisfaction of
commitment and job satisfaction of Islamic banks
in Indonesia
Islamic banks in Indonesia
Fahmi Natigor Nasution 195
Fakultas Ekonomi dan Bisnis, Universitas Sumatera Utara, Medan, Indonesia, and
Received 22 January 2019
Ahmad Rafiki Accepted 11 April 2019

Faculty of Economics and Business, Universitas Medan Area, Medan, Indonesia

Abstract
Purpose – This study aims to examine the relationship of the Islamic work ethics, organizational
commitment and job satisfaction of Muslim employees in the four Islamic commercial banks in Indonesia.
Design/methodology/approach – The study has adopted a quantitative method with descriptive and
inferential statistical analysis. A stratified random sample of the executive management was taken,
proportionate to the size of each organization. Out of a total of 250 distributed questionnaires, 220 respondents
have responded. Frequencies and percentages were used to identify the characteristics of the respondents,
while the preliminary data analysis of reliability and validity tests were used, along with the linear regression
and the factor analysis of variance to answer the research question.
Findings – It found that the Islamic work ethics have a positive and significant relationship with
organizational commitment and job satisfaction.
Originality/value – The sharia compliance requirement of Islamic banks is aligned with the Islamic work
ethics’ principles and values, which thus could create in-depth organizational commitment among employees.
Keywords Organizational commitment, Indonesia, Islamic work ethics, Job satisfaction,
Islamic banks, Shariah compliance
Paper type Research paper

1. Introduction
Religion strongly shapes attitudes, perceptions and behavior (Emmons & Paloutzian, 2003;
Pargament, Magyar-Russell, & Murray-Swank, 2005; Regnerus & Smith, 2005) and has effects
in work-related practices such as stress management, career development, risk aversion, and
ethics (Brotheridge & Lee, 2007; Duffy, 2006; Ebaugh, Pipes, & Chafetz, 2003; Hilary & Hui,
2009; Longenecker, McKinney, & Moore, 2004; Mickel & Dallimore, 2009; Vitell, 2009).
Ethics is one of the most commonly discussed topic in recent years including the Islamic
work ethics (IWE). The discussion on the IWE emerged with the emphasis of having better

© Fahmi Natigor Nasution and Ahmad Rafiki. Published in RAUSP Management Journal. Published
by Emerald Publishing Limited. This article is published under the Creative Commons Attribution
(CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this
article (for both commercial and non-commercial purposes), subject to full attribution to the original
publication and authors. The full terms of this licence may be seen at http://creativecommons.org/
licences/by/4.0/legalcode RAUSP Management Journal
Vol. 55 No. 2, 2020
Author contributions: Ahmad Rafiki led on the conceptualization and methodology of the work. pp. 195-205
Fahmi Natigor Nasution provided support to the conceptualization, methodology and investigation of Emerald Publishing Limited
2531-0488
the work and took a lead on resources. DOI 10.1108/RAUSP-01-2019-0011
RAUSP relationship among human beings. The IWE has reflected the akhlaqul karimah, being
55,2 enforced by the Prophet Muhammad (PBUH), which Muslims are obliged to adopt and
include in their daily business activities, not merely implementing in religious rituals. The
employees have a strong committment and perceived satisfaction to their organization not
merely based on the received beneficial packages or compensation but considering the IWE
as one of the factors. Muslims who wish to be granted the pleasure of Allah, may achieve
196 this by applying the core values of ethics (Ahmad, 2006).
Studies indicate that the Islamic banks are taking the initiatives to disclose information
on items relating to product, services and fair dealing to marketplace (Darus et al., 2014;
Zain, Darus, & Ramli, 2015), which are highly related to ethical orientations. With the
guided Islamic principles and standards in all the banking transactions in Islamic banks, the
employees should also understand the moral obligation as explained by and in accordance
with the IWEs. Unlike in other non-Islamic organizations, the IWE might be ignored. In
relation to the growing development of Islamic banking market, the IWE is assumed to be
an inevitable factor as it creates the employee’s commitment and satisfaction, and
contributes to better performance.
The development of Islamic banks has been increasing. By the end of 2017, Indonesia’s
Islamic Finance assets (not including Shariah Stock) has reached Rp1,133.71tn or US
$83.68bn [BI Bank of Indonesia, 2017]. There are 13 Islamic commercial banks, 21 Islamic
business units and 167 Islamic rural banks, which constitute 5.78 per cent of the market
share in the national banking industry (BI, 2017). This potential expansion is supported by
an increased rate of consumers’ interests on Islamic banking products. The Bank of
Indonesia and Financial Service Authority work hand in hand to ensure a stable and
sustainable growth. One of the concerns is the compliance to the shariah, which needs to be
understood by the employees. All the regulations and policies are aligned with shariah.
Being in compliance with shariah means that the employees are aware of the adoption of
IWE in their daily working life.
Given the importance of IWE to the employees and the Islamic banks, this study aims to
examine the influence of IWE in the employees’ organizational commitment and job
satisfaction.

2. Literature review
2.1 Definition of Islamic work ethics and organization commitment
2.1.1 Islamic work ethics. The Islamic system consists of three main fundamental teachings;
aqidah or a strong belief in the oneness of Allah; ibadah or one’s submission and obedience
to Allah; and akhlaq (Beekun, 2004). The IWE is part of the akhlaq. The IWE is defined as
the set of moral principles which distinguish between what is right from what is wrong in
the Islamic context (Beekun, 2004), based on Al-Qur’an and sunnah, which is closely
associated with Islamic values, belief and practices (Arslan, 2001). The IWE is
comprehensive, realistic and moderate (Al-Aidaros, Shamsudin, & Idris, 2013). Ethics in
Islam is not only a matter of religious morality in certain acts but it covers all facets of life in
the physical, spiritual, moral or emotional sphere, which is related to intellectual, emotional,
individual and collective aspects (Yaken, 2006).
Yousef (2001) stated that the IWEs emphasizes the avoidance of wealth accumulation
and fair competitiveness at the work place. Moreover, the IWE places more focuses on
intention rather on results, emphasizing justice and generosity in the workplace and
considers the involvement in economic activities as an obligation. This is asserted by
Esposito (2005), who claims that the Islam embraces both private and public spheres,
affecting not only religious aspects but also social behavior.
 In an organization, the IWE inspires the employees to having confidence in the Job
workplace and reinforces social business responsibilities (Ali, 2005) through hard working, satisfaction of
commitment, dedication, work creativity and cooperation (Yousef, 2001). The IWE is related Islamic banks
to life fulfillment (Ahmad, 1976), which also serves as criteria for evaluating their
performance in either positive or negative terms (Al-Saadan, 2005). Those who believe in
in Indonesia
Islam and practice it tend to be more committed to their organizations (Yousef, 2001). The
elements of the IWE can be applied in any business applications and behaviors; every 197
Muslim should observe and engage in IWE as the servants of God (Beekun & Badawi, 2005).
Nasr (1984) asserted that the IWE must be a serious enigma because it is the ideal that
Muslims seek to accomplish.
The table below indicates the elements of the IWE as proposed by Ali (1988) with the
reference from Al-Qur’an: (Table I)
2.1.2 Organization commitment. Organizational commitment is one of the most widely
prevalent topics that is been studied by researchers in the organizational behavior literature
(Cooper-Hakim & Viswesvaran, 2005). It is a strength of the individual’s identification with
an organization (Nelson & Quick, 2012, p.130), who is used to embrace any changes more
readily than others (Yousef, 2000), encouraging motivation in the workplace which shows
the achievement of organizational goals (Pool & Pool, 2007). It also leads to improved
relationships and job performance and discourages employee decisions to leave the
organization.
2.1.3 Job satisfaction. Job satisfaction is defined as an attitude reflecting a person’s
feelings towards his or her job or job setting at particular a point in time (Schermerhorn,
Osborn, Uhl-Bien, & Hunt, 2012). While Nelson and Quick (2012) refer to it as a pleasurable
or positive emotional state resulting from the appraisal of one’s job or job experiences,
George and Jones (2008) added that the levels of job satisfaction can range from extreme
satisfaction to extreme dissatisfaction. Job satisfaction is important since most of the
employees spend most of their time at work (Ebrahimian Jolodar, 2012) and can be used as a

Subject Al-Qur’an verses

Agreements and promises Ar-Rad 13:25, Al-Qasas 28:28, Yunus 10:71

Consideration for others An-Nisaa’ 4:36, Al-Mumtahina 60:9.
Consultation Ash-Shura 42:38, Taha 20:103, Al-Kahf 18:22
Continuous improvement Al-Araf 7:42.
Cooperation Al-Hujraat 49:9, Maryam 19:96.
Equality and unity Al-Isra’ 17:35.
Fairness in dealings Al-Anaam 6:152, Al-Mumtahina 60:8, An-Najm 53:32, Al-Maida 5:8.
Fairness in wages Al-Imran 3:57, Saba’ 34:37.
Hard work Al-Baqara 2:62; 82, Al-Anaam 6:135
Helping others As-Saff 61:14, An-Nahl 16:97, Yunus 10:41
Honesty and justice Al-Baqara 2:177, Az-Zumar 39:2; 3
Humble Hud 11:23
Patience Hud 11:11
Righteous/Intention Al-Baqara 2:25; 225, Al-Baqara 2:62, At-Taubah 9:105, As-Saff 61:8,
Al-Qasas 28:19
Social order Al-Imran 3:110, Al-Baqara 2:273
Table I.
Truth Al-Anfal 8:27, Yunus 10:61, An-Nur 24:8 The Al-Qur’an
reference of Islamic
Source: Adapted from Ali (1988) work ethics
RAUSP job assessment of individual’s pleasure in an organization (Haroon, Zaman, & Rehman,
55,2 2012).

2.2 Impact of Islamic work ethics on organizational commitment and job satisfaction
Work ethics has a strategic role in an organization because it creates positive outcomes to
the performance of an organization through values, commitment, satisfaction and profit (Ali
198 & Al-Kazemi, 2007). IWE considers work as an obligatory activity that shows as a desirable
quality of the person; it can be used by individuals as a strength in his/her social life (Ali,
1988; Ali & Al-Owaihan, 2008). By establishing spirituality in the workplace, some
employees are more connected (mentally, emotionally, and physically) to work (Tischler,
Biberman, & McKeage, 2002; Kale & Shrivastava, 2003; Fleming, 2004; Anderson, 2005).
The components of organizational commitment posited by Mowday, Porter, and Steers
(1982) are aligned closely with the IWEs principles, such as a strong acceptance of the
organization’s goals and values, a strong desire to maintain relationships in the organization
and a willingness to exert considerable effort on behalf of the organization. Kaptein (2008)
asserted that organizational commitment may create a work environment that encourages
social processes, work regulation and ethical behavior in an organization. The more the
employees experience personal satisfaction at work, the more they feel committed to the
organization (Milliman, Czaplewski, & Ferguson, 2003).
The IWE has relations to various situational characteristics, attitudes and behaviors of
employees including the organization commitment. There are some studies that
demonstrate the relationship between IWEs and organizational commitment, for example,
Yousef (2001) found a strong relationship in major organizations in United Arab Emirates;
Rokhman (2010) in Islamic microfinance institutions in Central Java of Indonesia; Ali and
Al-Kazemi (2007) among managers in Kuwait; Othman, Rahman, Malek, and Osman (2004)
among employees in several branches of a local bank in Malaysia; Hayati and Caniago
(2012) among the employees of Islamic banks in Lampung, Indonesia; Moayedi (2010)
towards leadership positions in the USA; Manan, Kamaluddin, and Puteh Salin (2013)
among employees in banking institutions in Malaysia; bin Salahudin, binti Baharuddin,
Abdullah, and Osman (2016) among the managers of small and medium-sized enterprises
(SMEs) in Malaysia. On the other hand, a study by Uygur (2009) in Turkey found that the
IWE is not a significant factor regarding employees’ attitudes and loyalty; the author
indirectly assumed that these employees were not committed to the organization. Thus, such
study emphasized the importance of the IWE’s adoption in managerial, business operations
and economic activities.
Muslim scholars also recognize the important of IWEs in the modern age, as it has
become an integral part of Islamic thought, which is beneficial to every generation.
Therefore, it is important for the company to create a condition that will lead to
organizational commitment among employees through the adoption of IWEs. Thus, the
hypothesis proposed herein is:

H1. IWEs is significantly related to Organizational Commitment

The employees are motivated to do the jobs and show good behavior in their workplace if
they feel satisfied with their jobs (Shah, Irani, & Sharif, 2016; Alegre, Mas-Machuca, &
Berbegal-Mirabent, 2016; Rayton & Yalabik, 2014). Quality outcomes will be delivered if the
employees are appreciated and satisfied (Shooshtarian, Ameli, & Amini Lari, 2013). Hence,
job satisfaction has to do with the happiness or unhappiness of employees in the workplace
(Zheng, Diaz, Tang, & Tang, 2014).
 The justice, honesty, fairness, generosity and trust are among the ethical behaviors Job
suggested by the Islam. With these behavior, employees could create a conducive satisfaction of
environment in the workplace and motivate the development of better performance. If the
employees are treated equally and rewarded accordingly, they probably will feel satisfied to
Islamic banks
do their jobs. The organizations that are concerned with work ethics will practice human in Indonesia
resources management professionally (Yousef, 2001).
Numerous studies have found that the IWE is closely associated with job satisfaction,
e.g. Mohamed, Karim, and Hussein (2010), Yousef (2000), Yousef (2001), Rokhman and Omar
199
(2008), Rokhman (2010), Marri, Sadozai, Zaman, and Ramay (2012), Komari and Djafar
(2013), and Gheitani, Imani, Seyyedamiri, and Foroudi (2018). With these arguments, IWE’s
adoption is required in business operations to bring positive results including job
satisfaction. Thus, the second hypothesis is proposed herein is:

H2. IWEs is significantly related to Job Satisfaction

3. Methodology
This research uses a quantitative method to identify major trends or discover explanations
for the relationship among variables (Creswell, 2002). Using the cross-sectional survey
design, both descriptive and regression analysis are adopted to assess the demographic
profile of the Islamic banks’ employees and the relationship among the variables. Internal
consistency of the scales is tested by using the Cronbach’s alpha coefficient (shown in
Table III) and the validity test is done using the Pearson correlation coefficients. This is a
two-tailed test with Pearson’s r ranging from
1.0 to 1.0, measuring the strength of the
linear relationship. Pearson correlation coefficients also indicate normality and linearity
(Bryman & Cramer, 2001). As depicted in Table II, it has been observed that each variable is
significantly correlated with the cutting point of the correlation value, which is less than
0.50.
A disproportionate stratified random sampling is used in this study. The respondents are
the employees from four Islamic banks in Indonesia (PT. Bank Mandiri Syariah, PT. Bank
BNI Syariah, PT. Bank Muamalat Indonesia, and PT. Bank BRI Syariah). A total of 250
questionnaires were distributed through an electronic survey system; however, 220
respondents (88 per cent) have responded. It is an ideal sample size for a good and reliable
equation in a regression analysis as referred by two authors: Stevens (1996) recommended
15 subjects per independent variable, while Tabachnick and Fidell (2007) used the formula
N > 50 þ 8m (“m” represents the number of independent variables).
We present below the measurements of the variables of this study:
 The IWEs scale was constructed by Ali (1988) and consists of 9 items, which have
been used by several researchers (Yousef, 2001; Rahman, Muhamad, & Othman,
2006; Ali & Al-Kazemi, 2007; Khalil & Abu-Saad, 2009; Kumar & Rose, 2010;
Wahab & Rafiki, 2014).

Variables Organizational commitment Job satisfaction Table II.

Organizational commitment 1
Pearson correlation
Job satisfaction 0.469** 1 matrix of the
independent
Note: **Correlation is significant at the 0.01 level (two-tailed) variables
RAUSP  Organizational Commitment was measured by eight items adapted from Mowday,
55,2 Steers, and Porter (1979).
 Job Satisfaction consists of six items, which have been used by Luthans (2006) and
Tsui, Egan, and O’Reilly (1992).

The first part of the survey gathered demographic information: age, gender, year of
200 employment and education level. Three additional sections of the survey measured the
participants’ score on IWE, organizational commitment and job satisfaction.

4. Findings
4.1 Demographic profile
It consists of 220 respondents based on gender, age, years of employment and educational
level. Of the 228 respondents, 146 (66.4 per cent) are male and 74 (33.6 per cent) are female;
128 (58.2 per cent) of them are between 20 and 30 years old, 80 (36.4 per cent) are between 31
and 40 years old, 8 (3.6 per cent) are between 41 and 50 years old, and 4 (1.8 per cent) of the
respondents are above 51 years old. In terms of educational level, 142 (64.5 per cent) of the
respondents have graduate/master’s degree, 60 (27.3 per cent) are have diploma/
undergraduate degree, 12 (5.5 per cent) have post-graduate/doctorate, and 6 (2.7 per cent) of
them have other sorts of degrees. Meanwhile, 99 (45 per cent) are employees that work in the
institution for 1 to 5 years, 84 (38.2 per cent) for 6 to 10 years, 22 (10 per cent) for more than
10 years, and 15 (6.8 per cent) for less than 1 year.

4.2 Reliability and validity analysis

Table III presents the result of the EFA and reliability test. The variable has significant loading
values above 0.30 if n = 220 (Pallant, 2011). Other statistical measures to run the factorability of
the data are Bartlett’s test of sphericity and Kaiser–Meyer–Olkin (KMO) measure of sampling
adequacy. The factor analysis is considered appropriate if the Bartlett’s test is significant
(p < 0.50) and the KMO in the range from 0 to 1, with 0.60 suggested as the minimum value for
a good factor analysis (Tabachnick and Fidell, 2007). The two variables are found to have
coefficient exceeding the 0.7 threshold of Cronbach’s alpha.

4.3 Regressions results

As depicted in Table IV, the direction of the sign of each variable can be used as the
hypothesis testing technique. It shows that the adjusted R2 (= 0.580) indicates that the
variable explained 58.0 per cent of the variation of the dependent variable. The F value of
72.664 is significant at the 0.01 level and both variables have a significant relationship with
IWEs. The results explained that the predictive variable had a significant t-test, thus
supporting H1 and H2.

Factors No. of items Calculated variance (%) Cronbach’s alpha score of factors

IWEs 9 44.218 0.882

Organization commitment 8 14.404 0.923
Job satisfaction 6 10.321 0.891
Table III. Total number of items 23
Result of exploratory Total calculated variance 68.943
factor analysis and KMO test 0.930
reliability scores Bartlett’s test of sphericity X2: 2368.640; Sig: 0.000
4.4 Significance of the model Job
Table IV shows that the Durbin–Watson test value was 2.018; this value indicates that the satisfaction of
errors in the model are independent or uncorrelated. As Menard (1995) points out, a
tolerance value of less than 0.1 indicates a serious collinearity problem. Additionally, a VIF
Islamic banks
value greater than 10 is cause for concern (Myers, 1990). The VIF value is below 10 and the in Indonesia
tolerance statistic is above 0.1, which indicates the absence of multicollinearity.
Table V summarizes the residual statistics of the model. All these statistics evidenced that
the model fits the sample data reasonably well. The normal distribution by the standardized
201
residuals of the model was within the range of 6 2.6, indicating that outliers were not a serious
problem in the model, thus suggesting that the model fits the data reasonably well. The Cook’s
distance mean statistics demonstrated values lower than 1. It is suggested that the cases with
values higher than 1 can indicate a potential problem (Tabachnick & Fidell, 2007, p. 75).
Another measure of influence is a leverage value that lies between 0 and 1. Zero indicates no
influence, while 1 indicates that the sample has complete influence over the predictors.

5. Discussion, conclusion and implications

The considerable impacts of IWE have been identified as an influential factor in the overall
attitudes and behaviors in an organization (Yousef, 2001). Muslims need to seek happiness in the
world by adopting work ethics (akhlaqul karimah). This akhlaqul karimah will create
organization commitment and job satisfaction. The study concluded that the IWE is significantly
related to the organization commitment and job satisfaction. It also indicates that the application
of IWE can help achieving great commitment and satisfaction among employees towards the
organization, particularly among the Islamic banks. Several research studies were carried out
among the Muslim population in Islamic-related institutions and the outcomes show that the
theory of IWE confirmed the relationship with organization commitment, which is in line with

Unstandardized Standardized Collinearity

coefficients coefficients statistics
Independent
variable B Std. error Beta t Significance Tolerance VIF

(Constant) 13.764 3.76 3.834 0.000 Table IV.

Organization 0.768 0.094 0.610 6.461 0.000 0.823 1.215
Regression analysis
commitment (X1)
Job satisfaction 0.640 0.134 0.482 5.002 0.000 0.805 1.169 of Islamic work
(X2) ethics, organizational
R Square = 0.580 Adjusted Durbin-Watson = F = 72.664 Sig (F) = 0.000 commitment and job
R Square = 0.527 2.018 satisfaction

Minimum Maximum Mean SD

Std. residual
2.783 2.872 0.000 0.996

Cook’s distance 0.000 1.113 0.011 0.074
Table V.
Centered leverage value 0.000 0.106 0.003 0.011 Summary of
residuals statistics of
Note: Dependent Variable: IWEs the model
RAUSP previous studies by Yousef (2001), Rokhman (2010); Hayati and Caniago (2012), Othman et al.
55,2 (2004); Ali and Al-Kazemi (2007), Manan et al. (2013); bin Salahudin et al. (2016). The relationship
between IWE and job satisfaction is also aligned with previous studies by Mohamed et al. (2010),
Yousef (2000), Yousef (2001), Rokhman and Omar (2008), Rokhman (2010), Marri et al. (2012),
Komari and Djafar (2013), Gheitani et al. (2018).
In conclusion, this study shows that IWE is important to create organizational commitment
202 and job satisfaction. Applying the justice, honesty, generosity, trust and other IWE’s
components will bring motivation and appreciation in the workplace, which are related to the
commitment of employees to the organization and satisfaction in their jobs. For Islamic banks,
there is no other reason for not implementing such IWE’s components as has been taught by
the Prophet Muhammad (PBUH) and reminded in the Al-Qur’an. With IWE, other problems of
job stress and security could be resolved while the social responsibility is emphasized. A
similar study in conventional banks also needs to be conducted. However, the findings in this
study need to be interpreted carefully and understood comprehensively by the stakeholders.
This study has implications to the employees of Islamic banks, stakeholders and
researchers. They must take into consideration the consequences of IWE to the organization
commitment and job satisfaction, particularly regarding the improvement of disclosure
quality and human resource development in Islamic institutions. Employees of Islamic
banks in Indonesia should be an example to other institutions. Understanding IWE and how
to instill it in the conscience of Muslim employees (istiqamah) is perhaps a challenge faced
by Islamic organizations.

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Corresponding author
Ahmad Rafiki can be contacted at: hahmadrafi[email protected]

Associate Editor: Renata Schirrmeister

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