Perception of politics and job outcomes: moderating role of Islamic work ethic
| Date | 05 February 2018 |
| DOI | https://doi.org/10.1108/PR-03-2016-0068 |
| Published date | 05 February 2018 |
| Pages | 74-94 |
| Author | Mohammed Y.A. Rawwas,Basharat Javed,Muhammad Naveed Iqbal |
| Subject Matter | HR & organizational behaviour,Global HRM |
Perception of politics and job
outcomes: moderating role of
Islamic work ethic
Mohammed Y.A. Rawwas
Department of Marketing, University of Northern Iowa, Cedar Falls, Iowa, USA
Basharat Javed
Department of Business Studies and Namal College, Mianwali, Pakistan, and
Muhammad Naveed Iqbal
Faculty of Management and Social Sciences,
Capital University of Science Technology, Islamabad, Pakistan
Abstract
Purpose –The purpose of this paper is to expand previous theories of motivation and religious ethics by
examining the moderation effect of Islamic work ethic (IWE) on the relationship between perception of politics
(POP) and job satisfaction, and turnover intention and negligent behavior (NB).
Design/methodology/approach –The sample consisted of 260 workers employed in various sectors in an
Asian country. Multiple linear regression analyses were used to test the main effect of the five hypotheses.
In addition, moderated models are used to identify factors (IWE) that may change the relationship between
independent and dependent variables.
Findings –Results revealed that POP was negatively related to job satisfaction, and positively related to
turnover intention and NB. IWE was positively related to job satisfaction, and negatively related to turnover
intention (confirming previous research findings), and NB (a contribution of the current study). Furthermore,
when the moderator variable of IWE was introduced to the relationship between POP and job outcomes,
the influence and direction of the POP were altered (a major contribution of this study). In other words,
the moderator variable strengthened job satisfaction and reduced both turnover intention and NB of
organizational workers.
Originality/value –When the moderator vari able of IWE was introduce d to the relationship be tween
the POP and job outcomes , the influence and dire ction of the POP were alte red (a major contribut ion of
this study).
Keywords Quantitative, Job satisfaction, Turnover intention, Islamic HRM, Negligent behaviour,
Perception of politics
Paper type Research paper
Introduction
Organizational politics is an unpleasant fact in any organization. It is defined as a social
influence process in which behavior is strategically designed to maximize self-interest at the
expense of others’interests (Ferris et al., 1989). Whether a worker agrees with it or not,
it is something that one has to recognize and grasp in order to succeed and accomplish work
projects. Nevertheless, when handling politics, one must adopt the right behaviors to win the
hearts and minds of coworkers. If a worker denies or ignores the politics that may take place
around him or her, one may pointlessly grieve while others take unfair advantage.
Workers and teams within organizations frequently have to compete to achieve their needs
and organizational objectives. However, resources are finite, causing tension to rise
among workers.
Personnel Review
Vol. 47 No. 1, 2018
pp. 74-94
© Emerald PublishingLimited
0048-3486
DOI 10.1108/PR-03-2016-0068
Received 28 March 2016
Revised 12 September 2016
15 January 2017
Accepted 30 May 2017
The current issue and full text archive of this journal is available on Emerald Insight at:
www.emeraldinsight.com/0048-3486.htm
The authors would like to thank the anonymous reviewers for their useful and constructive
suggestions that significantly contributed to improving the final version of this paper. They would also
like to thank the editors for their valuable remarks and support during the review process. Finally, they
would like to thank Lulua Rawwas for editing the several revisions of this paper.
74
PR
47,1
During the last two decades, scholars placed significant emphasis on the perception of
politics (POP) model presented by Ferris et al. (2000). The POP model indicated that
organizational members negatively used tactics through power and authority to maximize
self-interest (Bodla et al., 2012; Gotsis and Kortezi, 2013) by hiding critical information,
widening a communication gap (Robson et al., 2006), and fostering an environment of
inequality. Studies found that POP decreased desirable job outcomes ( for e.g. job
satisfaction) and increased undesirable job outcomes ( for e.g. turnover intentions and
negligent behavior (NB)) (Vigoda, 2000, 2001, 2002; Miller et al., 2008; Chang et al., 2009;
Hochwarter et al., 2010; Kapoutsis et al., 2011).
However, the above studies, along with two recent meta analyses (Abbas et al., 2012),
found inconclusive results regarding the relationship between POP and job outcomes.
This discrepancy suggested that some other factors might moderate this relationship (Miller
et al., 2008). In this regard, Chang et al. (2009) proposed scrutinizing the contextual and
individual factors by including them as moderators in the relationship between POP and job
outcomes. Following this line of research, we sought to broaden the literature on POP and an
individual-level factor like Islamic work ethic (IWE) by exploring their impact on important
job outcomes including job satisfaction, turnover intention, and NB. We also examined the
interplay between POP and IWE in predicting these outcomes. IWEs could be defined as a
set of values or system of beliefs derived from the Qur’an and hadith concerning work
(Ahmad and Owoyemi, 2012). The most sacred texts of the Qur’an resonate with the
importance of commerce and work values. Hadith, a collection of teachings of the prophet
Muhammad that constitute the major source of guidance for Muslims, supplements the
Qur’an with detailed advice on the conduct of traders, prescribing not only general, but also
specific business behaviors (Bernstein, 2008).
IWE has its own significant economic value, which reaffirms faith and, therefore,
contributes to societal welfare (Ali and Al-Owaihan, 2008). The roots of this theory can be
found in the Qur’an and in the teachings of the Holy Prophet Muhammad. The main core of
this theory is summarized into two principles: hard work absolves sins, and the best
sustenance is that obtained from one’s hard work (Yousef, 2001). Studies reported that IWE
is different from other religious work ethic. For example, Yousef (2001) stated that contrary
to protestant work ethic (PWE), IWE places more emphasis on intention than on results.
Prophet Muhammad instructed that a trader’s actions are judged by his or her intentions
rather than only by the deed itself (Yousef, 2001; Ali and Al-Owaihan, 2008; Murtaza et al.,
2014). In other words, one will be rewarded if one has good intentions ( for e.g. the plan to
offer honest advice) and punished if one has evil intentions ( for e.g. the thought to cheat
customers), even if one did not actually complete the transaction. The plan to do something
is as important as (or maybe more important than) the deed itself. Another important
difference that was overlooked by IWE research studies is that “alone among the world’s
religions, Islam [and IWE] were founded by a trader”(Bernstein, 2008, p. 71). So, his trade
principles are expected to be elaborate and extensive. Both of these facts are unique to IWE
because they are not prevalent in other religious work ethics.
Further, research ( for e.g. Ahmad andOwoyemi, 2012) has listed five attributes of IWEs.
These are as follows: first, righteousness –employees are trustworthy, honest, and
hardworking (i.e. efficient and diligent). Second, devotion –workers understand that
motivational reward is not only obtained during one’s life, but also in the hereafter.
Third, conviction –workers believe that their Creator is watching them everywhere and at
all times; consequently, no one can take advantage of an opportunistic situation. If one is
tempted to do so, one’s punishment will be hell fire. Fourth, social responsibility –employees
have an obligation to act for the benefit of society at large, seeking the blessing of their
Creator. Fifth, politics –workers honor equality and diversity and abandon discriminatory
practices at the workplace.
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Perception of
politics and
job outcomes
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