Description
This study attempts to make empirical examination in how psychological empowerment program created by Islamic banking enhancing organizational commitment. This paper develops a model of organizational commitment dimension and the impact of psychological empowerment.
Pak. J. Commer. Soc. Sci.
2011 Vol. 5 (2), 216-232
Creating the Superior Islamic Banking
Through Improving Quality of Human Resources
Siswanto (Corresponding Author)
Management Department - Faculty of Economics
State Islamic University (UIN) Maulana Malik Ibrahim Malang
Indonesia – East Java
Email: [email protected]
Abstract
This study attempts to make empirical examination in how psychological empowerment
program created by Islamic banking enhancing organizational commitment. This paper
develops a model of organizational commitment dimension and the impact of
psychological empowerment. It uses data from a sample of Islamic banking employees
in Malang City–East Java–Indonesia. The study showed that provide considerable
support for the theory. The affective dimension is the greatest factor due to organizational
commitment. This study reveals that organizational commitment of Islamic banking
employees based on gender and age ware relatively different. Such was the case
psychological empowerment, gender relatively was different.
Keywords: Islamic Banking, Organizational commitment, Psychological empowerment,
Indonesia.
1. Introduction
Islamic banking has great contribution in moving the national development in Indonesia.
As a financial intermediary, Islamic banks collect depositor funds which are utilized to
move the real sector. The continued development of Islamic banking in Indonesia is a
success contribution to capture market opportunities the desire of Islamic bank
customers. Based on Central Bureau of Statistics data (BPS) Indonesian population are
220 Million. While the Muslim population of ±87.2% and 10% of the population that is
Muslim is a potential market share. Otherwise, the number of potential customer is 8.7
million.
As if seen from the development and contribution of Islamic banking is very impressive.
Bank Indonesia issued a report summarized the development of Islamic banking in
Islamic banking statistics as of March 2010 showed a trend of Islamic banking branch
network increasing since 2005. Number of Islamic Banks office as of March 2010 as
many as 934, rising sharply compared to 2005 which only has 304 offices. Each year the
average number of Islamic Banks offices grew by 35%. It is also common in Islamic
Business Unit (UUS) increased 20% per annum and Islamic Rural Bank (BPRS)
increased by 35% per year.
The development of Islamic banking can be seen from the development of depositors
fund, which successfully collected Islamic Banks and Islamic Business Unit at 52 in
billion IDR, a sharp increase compared to 2005 is only able to absorb deposits amounting
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217
to 15 in billion trillion. While depositors fund collected by Islamic rural bank are 1.3
billion IDR, a sharp increase compared to 2005 which succeeded in collecting deposits
334 billion IDR. It shows that the average third-party development fund that is able to
gather by the Islamic Banks and Islamic Business Unit by 38% per year, while the BPRS
by 49% per year.
The development of Islamic banking had consequences for the increasing needs of the
labor market. Based on data from Bank Indonesia (BI), the number of workers who
entered the Islamic banking sector continued to increase. In 2005, workers absorbed as
many as 5996 people. Since the year 2005, respectively in succession in 2006, 2007,
2008, 2009, and as of March 2010 the number of workers in this sector, respectively;
7376 people, 8685 people, 11,752 people, 15,443 people. The latest data as of March
2010, the number of Islamic banking sector workforce of 16,335 people. Based on these
data, the average growth of labor demand in this sector rose by 25% per year.
However, increasing the quantity of workers in the Islamic banking sector is not followed
by an increase in quality. At least it can be viewed and compared between the quality of
human resources (HR) of Islamic banks in Indonesia with Islamic banks in Malaysia
(Ascarya and Yusmanita, 2008). More Advanced Ascarya and Yusmanita (2008) showed
that one important factor that causes inefficiency in the Indonesian Islamic banks is the
low quality of human resources. The importance of improving the quality of human
resources has also been recognized by central banking (BI). As stated in the policy
development of Islamic banking in Indonesia in 2007-2008.
Hawkins (1998) stated that one of important issue in the work environment was
experiencing rapid developments worker commitment to the organization where they
work. Employees who are committed to the organization will likely enjoy his work and
will spend more time to work, as well as a small possibility they wish to leave the
organization (Robinson, Simourd and Porporino, 1990). In addition, the high
commitment of employees toward their organizations, will enhance performance, and
make employees more engaged in their work, as well as reduced absenteeism, and
increase the motivation to do the job, thereby increasing job satisfaction (Brown, 2003;
Robinson, Simourd and Porporino, 1992).
Furthermore, Meyer and Allen (1993), quoted in Hawkins (1998) view organizational
commitment as a multidimensional construct, rather than as un-dimensional construct.
Under this view, commitment is seen as a whole construct with several dimensions
contained therein. Mayer and Allen also developed multidimensional construct of
organizational commitment into three components, namely affective organizational
commitment, normative, and continuance.
Development of organizational commitment into three components above are considered
necessary, because every component is conceptually different to the three treatments are
also different. In addition, employees may experience psychological stages in each
component.
Affective commitment is a commitment that builds on the emotional attachment,
identification and involvement of employees in his organization. Continuance
commitment is built based on an assessment of the costs and benefits of employees if it
remains in the organization, while normative commitment is a commitment that is built
Creating the Superior Islamic Banking
218
based on the feeling of moral responsibility to remain in the organization (Iverson &
Buttigieg, 1998).
Advances in technology and globalization issues encourage the organization to change
the method and manner of managing the organization. One step that needs to be done by
the organization won the competition in an increasingly competitive environment and in
an increasingly high complexity that is optimal empowerment. Stewart (2001) stated that
if the organization is able to hold empowerment optimally, then the organization or
individual can experience great benefits. For individuals, the presence of empowerment
will give him a chance to improve skills that are important and demonstrate new skills,
and experience a wide range. Empowerment is also will give employees a greater sense
of achievement, so they can increase their motivation for work. For organizations,
empowerment can increase organizational effectiveness, so that with the empowerment
will be able to reach customers and market demands a more spacious, flexible and
efficient.
Thomas and Velthouse (1990) argues that empowerment is the increase in intrinsic
motivation toward the task (intrinsic task motivation), which is manifested in four
cognitive dimensions. The four dimensions reflect an employee orientation to the role of
work (work role). The four cognitive dimensions, also referred to assessment task in
which; meaningfulness, competence, choice and impact. Finally, Spreitzer (1995) refined
these four dimensions into meaning, competence, self-determination and impact.
Based on the results of theoretical studies and research conducted by Ascarya and
Yusmanita (2008), then the research is to identify, analyze, and observe more deeply
about how to create Islamic banking excellence through quality human resources who are
committed to the organization through the following ways. First, explores the employee
characteristics of Islamic banking. Second, identify and analyze how the level of
employee organizational commitment of Islamic banking to be able to describe how high
level of employee commitment to the organization. Third, identify the variables which
constructs that support increased employee commitment to the organization of Islamic
banking. Fourth, Islamic banking Achieve excellence through quality human resources
that have a high commitment to the organization of the model developed in this study.
Through several steps mentioned above, this research is expected to contribute in the
form of: 1) The information-important information about the characteristics of Islamic
banking human resources, 2) Having a model that can be used to improve the quality of
Islamic banking, 3) developing other models in order improving human resources quality,
4) For designing information material procurement of human resources in Islamic
banking, 5) to get scientific information for decision making to evaluate employee
performance.
2. Literature Review
2.1 Organizational Commitment
Organizational commitment is identification, engagement and loyalty that revealed by the
worker to the organization or organizational unit, shown with an attitude of acceptance, a
strong belief against the values and goals of the organization, in addition, organizational
commitment was shown by a strong drive to maintain membership in the organization, to
achieve the goals of the organization.
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Robbins (2008) declared the extent of organizational commitment is an employee-level
impartial organization, and the extent of purpose and desire to maintain membership in
the organization. In this case, organizational commitment can be shown the desire to
survive in the organization that recruited him. Robbins further stated that based on
research results have a positive relationship between organizational commitment and job
productivity. As job involvement, organizational commitment has a negative relationship
to absenteeism. In general, it appears that affective commitment has a closer relationship
with organizational outcomes such as performance and employee turnover when
compared with the two other dimensions of organizational commitment.
2.2 Psychological Empowerment
Maniero (1986) cited by Spreitzer, Dejanis & Quin (1997) conceptualized empowerment
as a group of management practices, which focus on delegation of authority in decision-
making. Delegating authority is subordinate in this case given the power to act and decide
on what they do. Spreitzer (1992) cited by Spreitzer, Dejanis & Quin (1997) defines
psychological empowerment as increased intrinsic motivation manifested in four
cognitions, which reflects the person's orientation toward work. Those four of cognition
are sense of meaning, competence, self-determination, impact. Taken together, these four
variables, reflecting the proactive behavior-oriented person's work role. Pelit et al. (2010)
showed that psychological and behavioral empowerment enhanced employee job
satisfaction in Turkey. Schermuly et al. (2011) showed that dimensions of psychological
empowerment, competence and meaning were the strongest predictor of the outcome.
2.3. Relations Psychological Empowerment and Organizational Commitment
The aim this research to make empirical examination in how psychological
empowerment program created by Islamic banking enhancing organizational
commitment. The role of psychological empowerment on organizational commitment
increase has indeed been studied, but still felt lacking. Even in theory, the relationship is
rarely discussed. Etzioni (1986), quoted by Henkin & Marchionari (2003), looking at the
internal psychological empowerment as a concept because of the internal essence of
empowerment is a motivational, while organizational commitment is seen as a control
structure that provides opportunities for individual empowerment, so that someone who is
empowered to choose their destination own and are committed to it because they
determine the role in goal. The commitment involves a process whereby one identifies
the value and purpose of the organization and intention to remain a member in.
Employees who feel empowered to have control over their work, tend to be more
optimistic, engaged in work, have confidence and a sense of high self-efficacy, and
appreciate their abilities and skills. Also implicitly empowered employees are more
satisfied, committed, innovative and productive, and turnover is reduced (Henkin &
Marchiori, 2003). This opinion is supported by Block (1987), Howard (1998), Thomas &
Velthouse (1990) in Yukl, 2003, when an organization empower its employees, it will
produce employees who are committed to the higher duty, has a larger initiative in
carrying out the duties and responsibilities of the role. In addition, employees have
resilience in face of all kind of challenges and obstacles, a spirit of innovation and
learning, strong optimism on the success of the work, commitment to the organization
stronger and less employee turnover.
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2.4 Models of the Impact psychological Empowerment Program Islamic Banking on
Organizational Commitment
Model development begins by analyzing the quality of the contribution of psychological
empowerment dimensions that include; meaning, competence, self determination and
impact. Confirmatory factor analysis will show the contribution of the variable
dimensions of psychological empowerment construct. In order to know the contributions
of organizational commitment variable dimensions tested with confirmatory factor
analysis (CFA). To analyze the contribution of exogenous variables that psychological
empowerment on organizational commitment endogenous variables used method of data
analysis structural equation modeling. Characteristics of Islamic banking employees are
analyzed with cross tabulation analysis (cross tabulation analysis). Through cross
tabulation will obtain employee information succinctly and clearly so that decisions can
be taken into consideration.
3. Research Method
3.1. Design Research
Research realize superior Islamic banking in a way improving the quality of human
resources who are committed to the organization through psychological empowerment
program is a quantitative research, a research design that emphasizes the measurement
through testing theory, and analyzing data through statistical procedures (Indriantoro &
Supomo, 1999). While the interpretation of data using interpretative hermeneutic
approach, which interpret some field observations critically textually and contextually.
According to Hair et al. (1992) the appropriate minimum sample size in the study was
100 respondents. The amount of sample in the study of is 105 people, covering all levels
of departments within the organization.
3.2. Sample
The sample consist include the employees of Islamic banking in Malang City. Sampling
method used random sampling. The number of samples used in this study of 105 people
consisting of 60% of men and 40% female. Total employees of Islamic banking in
Malang were 200 people.
3.3. Measurement Instruments
This study consisted of endogenous and exogenous variables. Exogenous Variables (X)
psychological empowerment (psychological empowerment of employees) is reflected in
the 4 indicators, namely: the meaning (x1), competence (x2), self-determination (x3),
impact (x4). Endogen variable (Y) organizational commitment (organizational
commitment) reflected by 3 indicators, namely: affective commitment (y1), continuance
commitment (y2), and normative commitment (y3). The research instrument is a tool
used to measure the variables that is observed (Sugiyono, 2002). The main instruments
used in this study were questionnaires distributed to respondents. Instruments of
organizational commitment used the Employee Opinion Survey- OCQ, prepared based on
the concept of organizational commitment Meyer & Allen (1993).
Psychological empowerment variables were measured using self-orientation isntrumen
developed by Spreitzer (1995). Instruments have included four indicator variables
representing the psychological empowerment that includes meaning, self-determination,
competence and impact. Santoso (2002) said that an instrument which is used in research
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meets the criteria with the level of accuracy and capability of research-tested instrument,
it is necessary to test the validity and reliability. To avoid the mistakes in interpreting the
variables used in this study, it can be clarified in the operational definition of variables as
follows:
- Psychological empowerment is a situation that gives power and control to someone,
giving a feeling able to do the work and streamline state that can increase intrinsic
motivation toward the task, which is manifested in four indicators: meaning,
competence, cell- determination and impact.
- Indicator Meaning is a match between the needs of a person's job role with the
behavior, beliefs and values held by someone, so the person feels that the work done
now is very important and meaningful to him.
- Indicators of competence are the trust and confidence in someone that he has the
skills and abilities required to perform duties or work properly.
- Indicators of self-determination are a person's beliefs that he has the freedom /
autonomy and control on how to do his own work.
- Indicators of impact are the perception that a person can significantly affect the
strategy, administration and results of operations of the organization.
- Unobservable variable organizational commitment is the existence of a person to
identify and engage with the organization, and has no desire to leave the
organization. The intention leave the organization are reflected in three indicators
namely organizational commitment, affective commitment, continuance
commitment and normative commitment.
- Indicators of affective commitment are commitment which is owned by the
employee because the employee's own desire to maintain membership in the
organization, as emotionally attached, identifies him and feels involved in the
organization.
- Indicators of continuance commitment are a commitment that employees have to
take into consideration employees' assessment of the cost with comparing
acceptable alternatives and high personal sacrifice when employees leave the
organization.
- Indicators of normative commitment are commitment which is owned by
employees, because they feel there is a responsibility to keep working on the
organization.
3.4. Data Analysis Method
This study used cross tabulation of data analysis methods, different test and Structural
Equation Modeling (SEM) with Amos 6.0 software to answer the formulation of research
problems and achieve the expected goals. Cross tabulation (crosstab) is used to describe
the characteristics of respondents. Through cross tabulation will be obtained Illustrated
about the research subject in brief and clear. Different test is used to analyze differences
in the level of commitment and psychological empowerment of employees Malang
Islamic banking linked to biographical characteristics. Tests used different covers for the
two-sample t test and analysis of variance (ANOVA) for more than two samples.
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Structural Equation Modeling (SEM) to analyze the contribution of exogenous variables
psychological empowerment in order to enhance employees' organizational commitment
of Islamic banking. In addition, SEM data analysis methods show the greatest
contribution of each indicator variable constructs.
Some of the steps undertaken to analyze the model of this study are as follows: 1)
Development of concepts and theory-based model, 2) Constructing a path diagram, 3)
convert path diagram into a Structural Model, 4) Selecting the input matrix, 5) Assess the
problem identification.
4. Results
4.1 Descriptive data
Total respondents are 105 people. Respondents represent population of Islamic banking
employees in the city poor. Islamic banking which became the object of this research is
the category of Islamic banks, which consists of: BNI Syariah, Bank Muamalat
Indonesia, Bank Syariah Mandiri, BRI and BTN Islamic banking.
The number of respondents in this study included men as many as 63 people (60.6%)
while female respondents as many as 41 people (39.4). It also reflects the existing
conditions in the field, that Islamic banking is still dominated by male workers. For
where Islamic banking which is located at Kayutangan street implement employee
policies proportion of men than women by 60% to 40% of male and female workers.
Although for the teller is still dominated by women.
Almost all employees of Islamic banking are Muslims (99%). The rest is expressed as
missing data, because no complete data description itself. Marital status is categorized by
married, not yet married, widow / widower. Based on their data and 54 respondents
(52.4%), unmarried status, 47 individuals (45.6%) were married, while having status as a
widower / widow was 1.9% as much as 2 people. Respondents who had been married as
many as 47 people, 44 people have been endowed with the child as a mandate and
responsibility, a number of children between 1 to 4 people. 20 people have 1 child, 17
people have 2 children, 5 people who have 3 children, and only 2 people who have 4
children. The level of education Islamic banking employees have met the qualifications,
as many as 82 people (79%) educated graduates, 2.9% had a diploma strata 2, diploma
educated as many as 6 persons (5.8%). The remaining 12 people high school diplomas
(11.7%). Income largest respondents ranging from 1 million - 2 million dollars as much
as 46 people (45.1%), followed by earning 2 million-4 million dollars as many as 31
people (30.4%), and a wealth of over 4 million of 20 people (19.6%). Meanwhile, the
respondents who have incomes of less than 1 million, only 5 people (4.9%)
Islamic banking institutions is still relatively new, meanwhile period of employment is
still less than 30 years. Employees who work the longest in Islamic banking in the city of
Malang, just 27 years old and that's only one person. Based on the cumulative 97.9%
respondents worked less than equal to 15 years. The respondents are workers who are
still relatively young and energetic. Based on the descriptive analysis showed respondent
with age less than 30 years was more than 60% respondent.
4.2. Validity and Reliability Assessment
Reliability for each multi-item scale was assessed using Cronbach’s Alpha, and validity
was assessed using Pearson Bivariate Correlations with SPSS 16.0 software.
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Table 1: Reliability Assessment
Variable Mean Cronbach’s Alpha
Meaning 4.2 0.89
Competence 4.2 0.79
Self-Determination 3.9 0.67
Impact 4.0 0.75
Affective 3.7 0.80
Continuance 2.9 0.76
Normative 3.4 0.64
Results of reliability analysis are reported in Table 1 for each variable. Overall, strong
reliability are demonstrated with Cronbach’s Alpha ranging from 0.64 to 0.89.
Creating the Superior Islamic Banking
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Table 2: Validity Assessment
Item
Pearson
Correlation
Sig.
Meaning
My work is important to me 0.66 **
The impact of my work will affect to other department 0.76 **
Personally, my job is meaningful activity 0.78 **
My work means to me 0.83 **
Competence
I believe in my own ability to performmy work 0.79 **
My work was accordance with my own ability 0.56 **
I mastered my job 0.73 **
I’mconfident to performmy duty 0.77 **
Self-Determination
I have significant autonomy to decide how I do my work 0.73 **
I have great contribution to control my department 0.59 **
I can decide for how to do my job 0.37 *
I really care about what I do with my job 0.69 **
I have great opportunity to work independently 0.77 **
Impact
My opinion is considered in my department 0.67 **
I have significant influence over with my department 0.72 **
I have chance to use my initiative to do my work 0.71 **
Affective
I would be very happy to spend my career in this department 0.79 **
I feel less inclined to leave the department right now 0.74 **
I completely feel as if the problemthe department where I
work is my own problem
0.58 **
I feel a sense of having a strong against the department 0.44 *
I feel that being a family part in this department 0.42 *
I was fitting loyal to my department 0.45 *
This department has a special meaning for me 0.57 **
Continuance
I concerned when leaving this is not getting another job 0.54 **
I felt I had little option to consider, when leaving this
department
0.58 **
My life will be disrupted if I decided to leave this department 0.66 **
Normative
I feel obligated to loyal with my boss 0.53 **
I would fell innocent, if I leave the department right now 0.81 **
I have a high sense of responsibility to the people in
department
0.57 **
I amindebted with department where I work 0.51 **
* Correlation is significant at the 0.05 level (2 tailed)
** Correlation is significant at the 0.01 level (2 tailed)
Results of validity assessment are reported in table 2 with the Pearson Correlations.
Overall showed that instrument values are bigger than 0.30. Those are valid from 5%
and 1%. It means that all items have good validity. All item assessment was executed
with software SPSS 16.
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225
4.3. Gender and Organizational Commitment
To find out if gender has a role in organizational commitment used t test t test used to
test the organizational commitment of the two groups of respondents, namely men and
women. Based on the analysis showed that the average value of organizational
commitment group of men at 3.9962, while the respondents female group average score
on organizational commitment amounted to 3.7883. For determining whether the average
differs significantly seen by comparing the probability value t count compared to the
alpha value of 5%. The results showed that the value t calculate equal to 2659, with the
probability level of registration for 0007. Therefore, there are differences base on gender.
Male had a higher commitment than the group of female respondents.
4.3. Gender and Psychological Empowerment
To find out if gender has a role in psychological empowerment used t test t test used to
test the psychological empowerment of the two groups of respondents, namely men and
women. Average values of male psychological empowerment are higher than female. For
determining whether the second average significantly different comparing the probability
value t count compared to the alpha value of 5%.
The results showed that the value calculate equal to 2961, with a significance level of t
count for 0004. Therefore, there are psychological differences based on gender
empowerment. Although the male group felt more empowering than female respondents
group, but overall the two groups have a level of empowerment high, more than 3.
4.4. Psychological Empowerment and Organizational Commitment
Based on the analysis of research using an analysis tool Structural Equation Modeling
(SEM) showed that psychological empowerment programs carried out by Islamic
banking in the city of Malang to increase the psychological empowerment of employees.
This means that employee empowerment programs have been running effectively. This is
indicated by the value of probability CR significant at 0.1% level.
To determine the contribution of latent variable indicators of psychological
empowerment and organizational commitment can be seen on the results of SEM analysis
on the following model. Based on SEM analysis conducted showed that psychological
empowerment latent variable can be measured by four indicators, namely, meaning,
competence, self-determination, and impact. Contribution of each indicators are; meaning
(0.77), competence (0.75), self-determination (0.81), and impact (0.79). Based on the
value of LAMDA, the indicators of self-determination have the largest contribution to
psychological empowerment. Variable organizational commitment consists of three
indicators. Each of the indicators had a role to determine employees' organizational
commitment Malang Islamic banking. The contribution of each variable is the affective
(0.89), continuance (0.80) and normative (0.76). LAMDA coefficient values indicate that
the coefficient has the largest contribution to affective organizational commitment.
The fit indices in this model are very good (comparative fit index (CFI) =0.87, relative
fit index (RFI) =0.77, and the Tucker Lewis index (TLI) =0.79). In addition, the chi
square (113.76) to degree of freedom (13) is also good.
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** is significant at the 0.01 level (2 tailed)
Fit indices
?2 df CFI RFI TLI
113.76 13 0.87 0.77 0.79
Number of Islamic Banks having Islamic branches in the working area of Bank Indonesia
(KBI) Malang as much as 5 branches including; Page. BRI Syariah Branch Malang, PT.
BNI Syariah Branch Malang, PT. Bank Muamalat Indonesia Malang Branch, PT. Bank
Syariah Mandiri Malang Branch, and PT. BTN Syariah Malang Branch (Bank Indonesia
Malang, 2007). Based on data from Bank Indonesia (KBI) Malang in 2007, total assets of
Islamic Banks in the Work Area Malang KBI as of November 2006 amounted to 246,942
billion IDR, an increase 32% compared to 2004. Total managed loans disbursed by the
year 2006 amounting to 231,641 billion IDR, an increase of 36.6% compared to 2004.
The total third party funds (TPF) that have been collected by the Islamic Banks
unfortunate Rp. 186,732 million, an increase of 19.4% compared to 2004.
Based on the results of interviews with the field of HRD Islamic Banking is known that
all Islamic banking has training programs and empowerment. This activity is a routine
and temporal. In addition, training activities and empowerment can be a program that
originated from the central office and there are also programs that are branches of
authority to do so.
The program has a strategic training and development to develop skills and empower our
employees. Some Islamic banking develops conventional banking to dual windows
systems, otherwise from the beginning pure concentration on the Islamic banking system.
This has consequences in management and organizational culture. Nevertheless, Islamic
banking has gradually Malang city is committed to develop a management model and
organizational culture that is unique and distinctive.
Luthan (2002) argues that organizational commitment is determined by individual
variables and organizational variables. Individual variables include: age, years of internal
and external controls. While the organizational variables include: organizational design,
leadership and organizational values. Robbin (2003) include gender and age as
determinants of employee performance and satisfaction. Robbins (2003) stated that there
were some important differences between women and men who affect their performance.
Psychological
Empowerment
Meaning
Organizational
Commitment
Impact
Affective
Normative
0,79
1,13**
0,77
0,81
0,75
Self-
determination
0,89
0,80
0,58
Continuance
Competence
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This is reinforced by the results of psychological studies that show that more women are
more willing to obey authority and men have greater hope for success. However, the
results were often changed along with the development time. Those indicate the level
towards increasing female participation in employment.
The results of this study still supports the results of previous studies that tracked by
Robbins (2003). Gender has a role in employee attitudes in organizations and
organizational commitment. Male turned out to have a higher commitment than the
commitment of women. Organizational commitment is shown by the strong drive to
survive in the organization. Although the level of female employees' organizational
commitment high, it indicated by an average of 3.7883. Value of commitment was above
the average value of 2.5.
The high level of organizational commitment can also be caused because 4 out of 5
Malang Islamic banking employees status as State-Owned Enterprises (SOEs). It can be a
gap further research to conduct research related to organizational commitment with the
status of state-owned Islamic banking and Islamic banking which is not state-owned.
SOE employees have characteristics have a strong incentive to stay in the organization.
SOE employees generally have higher salaries than other government servant.
Cultural factors that developed in communities and countries may also be a trigger factor
on the basis of gender differences in commitment. In Indonesia especially in Java is still
growing strong paternalist culture. The role of men in the household, as head of
household, has a greater responsibility to meet the needs of the family than women.
One problem that seems to distinguish the higher organizational commitment men than
women is when the employees had pre-school children, the women tent to budge. They
Compromise to arrive late at work or choose part-time job. Organizational commitment is
very important to know and regularly diagnosed organizations because there is empirical
evidence showing that organizational commitment had a positive relationship to work
productivity and have a relationship opposite of absenteeism and employee turnover rate.
Robbins (2008: 102) shows the results of empirical research that affective commitment
has a closer relationship with the results of work attitudes such as organizational
performance and employee turnover compared with the other two dimensions, namely
continuance commitment and normative commitment. At.al. Cohen, (2001: 260) states
that a commitment to something either in the form of people, a trust, or organization
comes from within not from a power outside himself.
Based on research results indicate that the role of affective commitment have a greater
contribution than the two other dimensions of organizational commitment. Affective
commitment refers to the organizational commitment arises because employees have an
emotional relationship with the organization, and individual values are believed to have
in common employees with organizational values. Emotional connection and similarity
with the organization's individual value triggers a high level of commitment. The
similarity value may be similarities such views regarding the status of bank interest.
Islamic banking does not recognize the concept of interest in the transaction and sharia
products. The similarity values can also be reflected in organizational culture. Are habits
and behavior of the individual in accordance with organizational cultures that are being
and will be developed? It can enhance organizational commitment.
Creating the Superior Islamic Banking
228
Managerial implications of this research to review the procurement process of labor. The
selection process should include a personality test that monitors the values of individuals
in order to get employees who have the same value to the organization. The similarity of
this value will also speed up the process of formalization and organizational culture that
can enhance the high performance and increased productivity.
One example measure personality based on values such as the Rokeach Value Survey
(RVS). RVS consists of two sets of values, namely the value of the terminal (terminal
value) and the instrumental (instrumental value). Terminal value refers to the
circumstances under which the desired end. While the instrumental value refers to the
behavior or the ways that it is preferable to reach a terminal value. Today managers are
facing a dilemma. One side of a requirement to work in a team with a demanding high
commitment from the workers, the other side, the environment is currently developing
commitment of diminishing value. Therefore, managers should promote organizational
commitment or loyalty of employees in several ways, among others, concerned with their
subordinates, communicating the mission, ensure fairness in the organization, creating a
sense of togetherness and support the development of its employees (Luthan, 2002; 237-
238).
Age is a factor that determines individual performance and employee attitudes (Luthan,
2002; Robbins, 2003). Age has an important role in performance and organizational
commitment. An important role is caused by several factors, among others, the
performance decreases with age, the reality that labor force is aging. In connection with
the first reason is still a debate, whether it is true that as we age, performance decreases.
This is true if the review does not factor the importance of experience, strong work ethic
and commitment to the organization. The results of this study indicate that organizational
commitment is different based on age and showed an increasing trend. Descriptive results
showed an average organizational commitment age group 21-25 years amounted to
3.8523, the age group 26-30 years amounted to 3.9291, the age group 31-35 years
amounted to 3.8920, the age group 36-40 years amounted to 3.7425, the age group of 41-
45 3.9700, 4.6800 for the age group 46-50, and 51-55 age group amounted to 4.4550, and
3.5700 for the age group 56-60.
The research results show that it is the older a worker, tend to have higher commitment. It
was triggered consideration of economic costs if out of the organization. Employees who
are old do not have alternative work elsewhere. This is different to the workers age 21 to
30 years. They still have the potential to find and change jobs to get something more
challenging and better. In addition, older workers who have a need for satisfy greater
family. They will think more carefully because of family considerations, children and the
burden to be borne by others that tend to be reluctant to switch jobs.
However, based on the results of the analysis indicate that the level of organizational
commitment based on age as a whole is above average. This means that the level of
employee commitment from all levels of age in the city of Malang Islamic banking is
quite high. It is becoming critical success factors of Islamic banking development in the
city of Malang. Because some research indicates that organizational commitment has a
role in increasing job satisfaction (Batemen and Strasser, 1984; at.al. Mowday, 1982),
motivation (Mowday at al.,), the presence of (Dalton & Mesh, 1990; Ho, 1997 .)
Organizational commitment also has a role in reducing absenteeism (Dalton & Mesh,
Siswanto
229
1990; Ho, 1997), and the level of employee turnover (Cotton and Tutle, 1986; Clegg,
1983).
Working lives is the third individual factors as predictors of organizational performance.
Results of analysis showed that the longer the employee works more and have a
commitment. Organizational commitment-group average working period of 1-5 years is
3.9100, the period of 6-10 years at 3.8752, the period of 11-15 years amounted to 4.0486,
the period of 16-20 years by 5, and 26-30 years of service amounted to 4.1500 . Although
after analysis of variance did not have differences of each commitment period of the
working group, but already it can be concluded that organizational commitment based on
years of service are already high average.
These results indicate that so far Islamic banking has been successfully bind internally so
that employees are loyal and committed to the organization. The success can be traced
through several programs that have been developed by human resource Development
Division (HRD). HRD Division activities include recruitment, job placement, training &
development, performance appraisal, career development, and termination. These
activities should be integrated to enhance the commitment and organizational
performance. For example, during the recruitment process should include the selection so
as to detect personality, motivation and individual values consistent with the values
organizations that have been specified. Compliance is the individual with the
organization's value will increase the commitment and simplify the process of job
placement and development, and the next process.
5. Conclusions and Suggestions
The results create a superior Islamic banking in a way to improve the quality of human
resources who are committed to the organization show that: 1) organizational
commitment between men and women are different. Male employees 'commitment level
is higher than the level of female employees' organizational commitment. Similarly,
organizational commitment was significantly different by age. Older employees
demonstrate a higher commitment. As for organizational commitment based on years of
service have no significant difference between groups. 2) Response to an employee
empowerment program that has been done to get a positive response from employees.
Empowered attitude response shows that male and female employees differently. Male
employees feel more empowering compared with female employees. However, the value
of psychological empowerment is located above the average value. While the
psychological empowerment based on age and years of service shows the value that is not
significant. 3) Program in the form of employee psychological empowerment and
delegation of tasks undertaken by Islamic banking is effectively able to increase the
commitment organizational. 4) Dimensions of self-determination have the most dominant
contribution to the increase in latent variable psychological empowerment. 5) Affective
dimension had the most dominant contribution to the increase in latent variable of
organizational commitment. Male employees' organizational commitment levels higher
than female employees. Similarly, we can see on the psychological empowerment
variables, it turns out male employees feel more capable and can enjoy the procedure
delegation of tasks as compared with female employees. This can be a cornerstone of
policy in manpower planning. Based on the results of interviews with HRD Division of
Islamic banking, Islamic banking has performed several compositions of male workers
(60%) was higher than female workers (40%).
Creating the Superior Islamic Banking
230
Organizational commitment by age shows the trend of growing older and the age level of
organizational commitment increases. This has implications for the further increase of
potential employees' organizational commitment in which the average age they are still
relatively young. Through continuous surveys on employee satisfaction can be a way of
diagnosis attitudes and behaviors of employees. In addition to finding programs that can
improve employee performance, can also be used mendiognosa commitment and desire
to quit the organization.
The results of this study also showed emotional relationship factors, similarities between
individual and organizational values as the dominant factor determining the high
organizational commitment. Implications in human resource management practice leads
to the organization to recruit and hire employees who have individual values consistent
with the values adopted by the organization. This can be started from the selection
process, namely the process of beginning to get a prospective employee who may accept
and even support the culture and values of the organization. Further, through education
programs and effective employee training will be able to enhance organizational
commitment. Because of the process of education and training, there is also a process of
internalization of organizational values with individual values. On the principle of
psychological empowerment program is a participatory program, which involves
employees in decision-making processes and activities. It can improve self-confidence
and feelings of being valued by the organization. Psychological empowerment programs
have been conducted by the city of Malang Islamic banking through management
practices and operational activities have been able to increase competence. Training &
development programs make the skills and expertise of its employees, the better.
Management practices in the form of duty and authority to increase the dimensions of
psychological empowerment impact. Dimensions of impact shows that employees feeling
valuable and can contribute to the work unit and organization. Sense of worth increases
feelings of employees self empowerment. One important factor of the results of this study
is the contribution of self-determination dimensions of psychological empowerment. This
dimension shows the freedom of employees to complete the job. Although the level of
formalization in organizations such as banking services is high, but from the results of the
analysis shows that this does not make the employees confined and stuck his freedom in
completing the work. Optimizing the role and function of education and training enhance
organizational commitment. Based on statistical data of Islamic showed an increasing
education and training cost since 2005 of 25% per year. In 2009, the cost of education
and training Islamic Banks and Islamic Business Unit was 200 billion IDR. Education
and training program is a strategic program to enhance organizational commitment.
Education programs and education will provide a major contribution to the organization
if they can match the value of organizational and individual values (value congruence).
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doc_964151046.pdf
This study attempts to make empirical examination in how psychological empowerment program created by Islamic banking enhancing organizational commitment. This paper develops a model of organizational commitment dimension and the impact of psychological empowerment.
Pak. J. Commer. Soc. Sci.
2011 Vol. 5 (2), 216-232
Creating the Superior Islamic Banking
Through Improving Quality of Human Resources
Siswanto (Corresponding Author)
Management Department - Faculty of Economics
State Islamic University (UIN) Maulana Malik Ibrahim Malang
Indonesia – East Java
Email: [email protected]
Abstract
This study attempts to make empirical examination in how psychological empowerment
program created by Islamic banking enhancing organizational commitment. This paper
develops a model of organizational commitment dimension and the impact of
psychological empowerment. It uses data from a sample of Islamic banking employees
in Malang City–East Java–Indonesia. The study showed that provide considerable
support for the theory. The affective dimension is the greatest factor due to organizational
commitment. This study reveals that organizational commitment of Islamic banking
employees based on gender and age ware relatively different. Such was the case
psychological empowerment, gender relatively was different.
Keywords: Islamic Banking, Organizational commitment, Psychological empowerment,
Indonesia.
1. Introduction
Islamic banking has great contribution in moving the national development in Indonesia.
As a financial intermediary, Islamic banks collect depositor funds which are utilized to
move the real sector. The continued development of Islamic banking in Indonesia is a
success contribution to capture market opportunities the desire of Islamic bank
customers. Based on Central Bureau of Statistics data (BPS) Indonesian population are
220 Million. While the Muslim population of ±87.2% and 10% of the population that is
Muslim is a potential market share. Otherwise, the number of potential customer is 8.7
million.
As if seen from the development and contribution of Islamic banking is very impressive.
Bank Indonesia issued a report summarized the development of Islamic banking in
Islamic banking statistics as of March 2010 showed a trend of Islamic banking branch
network increasing since 2005. Number of Islamic Banks office as of March 2010 as
many as 934, rising sharply compared to 2005 which only has 304 offices. Each year the
average number of Islamic Banks offices grew by 35%. It is also common in Islamic
Business Unit (UUS) increased 20% per annum and Islamic Rural Bank (BPRS)
increased by 35% per year.
The development of Islamic banking can be seen from the development of depositors
fund, which successfully collected Islamic Banks and Islamic Business Unit at 52 in
billion IDR, a sharp increase compared to 2005 is only able to absorb deposits amounting
Siswanto
217
to 15 in billion trillion. While depositors fund collected by Islamic rural bank are 1.3
billion IDR, a sharp increase compared to 2005 which succeeded in collecting deposits
334 billion IDR. It shows that the average third-party development fund that is able to
gather by the Islamic Banks and Islamic Business Unit by 38% per year, while the BPRS
by 49% per year.
The development of Islamic banking had consequences for the increasing needs of the
labor market. Based on data from Bank Indonesia (BI), the number of workers who
entered the Islamic banking sector continued to increase. In 2005, workers absorbed as
many as 5996 people. Since the year 2005, respectively in succession in 2006, 2007,
2008, 2009, and as of March 2010 the number of workers in this sector, respectively;
7376 people, 8685 people, 11,752 people, 15,443 people. The latest data as of March
2010, the number of Islamic banking sector workforce of 16,335 people. Based on these
data, the average growth of labor demand in this sector rose by 25% per year.
However, increasing the quantity of workers in the Islamic banking sector is not followed
by an increase in quality. At least it can be viewed and compared between the quality of
human resources (HR) of Islamic banks in Indonesia with Islamic banks in Malaysia
(Ascarya and Yusmanita, 2008). More Advanced Ascarya and Yusmanita (2008) showed
that one important factor that causes inefficiency in the Indonesian Islamic banks is the
low quality of human resources. The importance of improving the quality of human
resources has also been recognized by central banking (BI). As stated in the policy
development of Islamic banking in Indonesia in 2007-2008.
Hawkins (1998) stated that one of important issue in the work environment was
experiencing rapid developments worker commitment to the organization where they
work. Employees who are committed to the organization will likely enjoy his work and
will spend more time to work, as well as a small possibility they wish to leave the
organization (Robinson, Simourd and Porporino, 1990). In addition, the high
commitment of employees toward their organizations, will enhance performance, and
make employees more engaged in their work, as well as reduced absenteeism, and
increase the motivation to do the job, thereby increasing job satisfaction (Brown, 2003;
Robinson, Simourd and Porporino, 1992).
Furthermore, Meyer and Allen (1993), quoted in Hawkins (1998) view organizational
commitment as a multidimensional construct, rather than as un-dimensional construct.
Under this view, commitment is seen as a whole construct with several dimensions
contained therein. Mayer and Allen also developed multidimensional construct of
organizational commitment into three components, namely affective organizational
commitment, normative, and continuance.
Development of organizational commitment into three components above are considered
necessary, because every component is conceptually different to the three treatments are
also different. In addition, employees may experience psychological stages in each
component.
Affective commitment is a commitment that builds on the emotional attachment,
identification and involvement of employees in his organization. Continuance
commitment is built based on an assessment of the costs and benefits of employees if it
remains in the organization, while normative commitment is a commitment that is built
Creating the Superior Islamic Banking
218
based on the feeling of moral responsibility to remain in the organization (Iverson &
Buttigieg, 1998).
Advances in technology and globalization issues encourage the organization to change
the method and manner of managing the organization. One step that needs to be done by
the organization won the competition in an increasingly competitive environment and in
an increasingly high complexity that is optimal empowerment. Stewart (2001) stated that
if the organization is able to hold empowerment optimally, then the organization or
individual can experience great benefits. For individuals, the presence of empowerment
will give him a chance to improve skills that are important and demonstrate new skills,
and experience a wide range. Empowerment is also will give employees a greater sense
of achievement, so they can increase their motivation for work. For organizations,
empowerment can increase organizational effectiveness, so that with the empowerment
will be able to reach customers and market demands a more spacious, flexible and
efficient.
Thomas and Velthouse (1990) argues that empowerment is the increase in intrinsic
motivation toward the task (intrinsic task motivation), which is manifested in four
cognitive dimensions. The four dimensions reflect an employee orientation to the role of
work (work role). The four cognitive dimensions, also referred to assessment task in
which; meaningfulness, competence, choice and impact. Finally, Spreitzer (1995) refined
these four dimensions into meaning, competence, self-determination and impact.
Based on the results of theoretical studies and research conducted by Ascarya and
Yusmanita (2008), then the research is to identify, analyze, and observe more deeply
about how to create Islamic banking excellence through quality human resources who are
committed to the organization through the following ways. First, explores the employee
characteristics of Islamic banking. Second, identify and analyze how the level of
employee organizational commitment of Islamic banking to be able to describe how high
level of employee commitment to the organization. Third, identify the variables which
constructs that support increased employee commitment to the organization of Islamic
banking. Fourth, Islamic banking Achieve excellence through quality human resources
that have a high commitment to the organization of the model developed in this study.
Through several steps mentioned above, this research is expected to contribute in the
form of: 1) The information-important information about the characteristics of Islamic
banking human resources, 2) Having a model that can be used to improve the quality of
Islamic banking, 3) developing other models in order improving human resources quality,
4) For designing information material procurement of human resources in Islamic
banking, 5) to get scientific information for decision making to evaluate employee
performance.
2. Literature Review
2.1 Organizational Commitment
Organizational commitment is identification, engagement and loyalty that revealed by the
worker to the organization or organizational unit, shown with an attitude of acceptance, a
strong belief against the values and goals of the organization, in addition, organizational
commitment was shown by a strong drive to maintain membership in the organization, to
achieve the goals of the organization.
Siswanto
219
Robbins (2008) declared the extent of organizational commitment is an employee-level
impartial organization, and the extent of purpose and desire to maintain membership in
the organization. In this case, organizational commitment can be shown the desire to
survive in the organization that recruited him. Robbins further stated that based on
research results have a positive relationship between organizational commitment and job
productivity. As job involvement, organizational commitment has a negative relationship
to absenteeism. In general, it appears that affective commitment has a closer relationship
with organizational outcomes such as performance and employee turnover when
compared with the two other dimensions of organizational commitment.
2.2 Psychological Empowerment
Maniero (1986) cited by Spreitzer, Dejanis & Quin (1997) conceptualized empowerment
as a group of management practices, which focus on delegation of authority in decision-
making. Delegating authority is subordinate in this case given the power to act and decide
on what they do. Spreitzer (1992) cited by Spreitzer, Dejanis & Quin (1997) defines
psychological empowerment as increased intrinsic motivation manifested in four
cognitions, which reflects the person's orientation toward work. Those four of cognition
are sense of meaning, competence, self-determination, impact. Taken together, these four
variables, reflecting the proactive behavior-oriented person's work role. Pelit et al. (2010)
showed that psychological and behavioral empowerment enhanced employee job
satisfaction in Turkey. Schermuly et al. (2011) showed that dimensions of psychological
empowerment, competence and meaning were the strongest predictor of the outcome.
2.3. Relations Psychological Empowerment and Organizational Commitment
The aim this research to make empirical examination in how psychological
empowerment program created by Islamic banking enhancing organizational
commitment. The role of psychological empowerment on organizational commitment
increase has indeed been studied, but still felt lacking. Even in theory, the relationship is
rarely discussed. Etzioni (1986), quoted by Henkin & Marchionari (2003), looking at the
internal psychological empowerment as a concept because of the internal essence of
empowerment is a motivational, while organizational commitment is seen as a control
structure that provides opportunities for individual empowerment, so that someone who is
empowered to choose their destination own and are committed to it because they
determine the role in goal. The commitment involves a process whereby one identifies
the value and purpose of the organization and intention to remain a member in.
Employees who feel empowered to have control over their work, tend to be more
optimistic, engaged in work, have confidence and a sense of high self-efficacy, and
appreciate their abilities and skills. Also implicitly empowered employees are more
satisfied, committed, innovative and productive, and turnover is reduced (Henkin &
Marchiori, 2003). This opinion is supported by Block (1987), Howard (1998), Thomas &
Velthouse (1990) in Yukl, 2003, when an organization empower its employees, it will
produce employees who are committed to the higher duty, has a larger initiative in
carrying out the duties and responsibilities of the role. In addition, employees have
resilience in face of all kind of challenges and obstacles, a spirit of innovation and
learning, strong optimism on the success of the work, commitment to the organization
stronger and less employee turnover.
Creating the Superior Islamic Banking
220
2.4 Models of the Impact psychological Empowerment Program Islamic Banking on
Organizational Commitment
Model development begins by analyzing the quality of the contribution of psychological
empowerment dimensions that include; meaning, competence, self determination and
impact. Confirmatory factor analysis will show the contribution of the variable
dimensions of psychological empowerment construct. In order to know the contributions
of organizational commitment variable dimensions tested with confirmatory factor
analysis (CFA). To analyze the contribution of exogenous variables that psychological
empowerment on organizational commitment endogenous variables used method of data
analysis structural equation modeling. Characteristics of Islamic banking employees are
analyzed with cross tabulation analysis (cross tabulation analysis). Through cross
tabulation will obtain employee information succinctly and clearly so that decisions can
be taken into consideration.
3. Research Method
3.1. Design Research
Research realize superior Islamic banking in a way improving the quality of human
resources who are committed to the organization through psychological empowerment
program is a quantitative research, a research design that emphasizes the measurement
through testing theory, and analyzing data through statistical procedures (Indriantoro &
Supomo, 1999). While the interpretation of data using interpretative hermeneutic
approach, which interpret some field observations critically textually and contextually.
According to Hair et al. (1992) the appropriate minimum sample size in the study was
100 respondents. The amount of sample in the study of is 105 people, covering all levels
of departments within the organization.
3.2. Sample
The sample consist include the employees of Islamic banking in Malang City. Sampling
method used random sampling. The number of samples used in this study of 105 people
consisting of 60% of men and 40% female. Total employees of Islamic banking in
Malang were 200 people.
3.3. Measurement Instruments
This study consisted of endogenous and exogenous variables. Exogenous Variables (X)
psychological empowerment (psychological empowerment of employees) is reflected in
the 4 indicators, namely: the meaning (x1), competence (x2), self-determination (x3),
impact (x4). Endogen variable (Y) organizational commitment (organizational
commitment) reflected by 3 indicators, namely: affective commitment (y1), continuance
commitment (y2), and normative commitment (y3). The research instrument is a tool
used to measure the variables that is observed (Sugiyono, 2002). The main instruments
used in this study were questionnaires distributed to respondents. Instruments of
organizational commitment used the Employee Opinion Survey- OCQ, prepared based on
the concept of organizational commitment Meyer & Allen (1993).
Psychological empowerment variables were measured using self-orientation isntrumen
developed by Spreitzer (1995). Instruments have included four indicator variables
representing the psychological empowerment that includes meaning, self-determination,
competence and impact. Santoso (2002) said that an instrument which is used in research
Siswanto
221
meets the criteria with the level of accuracy and capability of research-tested instrument,
it is necessary to test the validity and reliability. To avoid the mistakes in interpreting the
variables used in this study, it can be clarified in the operational definition of variables as
follows:
- Psychological empowerment is a situation that gives power and control to someone,
giving a feeling able to do the work and streamline state that can increase intrinsic
motivation toward the task, which is manifested in four indicators: meaning,
competence, cell- determination and impact.
- Indicator Meaning is a match between the needs of a person's job role with the
behavior, beliefs and values held by someone, so the person feels that the work done
now is very important and meaningful to him.
- Indicators of competence are the trust and confidence in someone that he has the
skills and abilities required to perform duties or work properly.
- Indicators of self-determination are a person's beliefs that he has the freedom /
autonomy and control on how to do his own work.
- Indicators of impact are the perception that a person can significantly affect the
strategy, administration and results of operations of the organization.
- Unobservable variable organizational commitment is the existence of a person to
identify and engage with the organization, and has no desire to leave the
organization. The intention leave the organization are reflected in three indicators
namely organizational commitment, affective commitment, continuance
commitment and normative commitment.
- Indicators of affective commitment are commitment which is owned by the
employee because the employee's own desire to maintain membership in the
organization, as emotionally attached, identifies him and feels involved in the
organization.
- Indicators of continuance commitment are a commitment that employees have to
take into consideration employees' assessment of the cost with comparing
acceptable alternatives and high personal sacrifice when employees leave the
organization.
- Indicators of normative commitment are commitment which is owned by
employees, because they feel there is a responsibility to keep working on the
organization.
3.4. Data Analysis Method
This study used cross tabulation of data analysis methods, different test and Structural
Equation Modeling (SEM) with Amos 6.0 software to answer the formulation of research
problems and achieve the expected goals. Cross tabulation (crosstab) is used to describe
the characteristics of respondents. Through cross tabulation will be obtained Illustrated
about the research subject in brief and clear. Different test is used to analyze differences
in the level of commitment and psychological empowerment of employees Malang
Islamic banking linked to biographical characteristics. Tests used different covers for the
two-sample t test and analysis of variance (ANOVA) for more than two samples.
Creating the Superior Islamic Banking
222
Structural Equation Modeling (SEM) to analyze the contribution of exogenous variables
psychological empowerment in order to enhance employees' organizational commitment
of Islamic banking. In addition, SEM data analysis methods show the greatest
contribution of each indicator variable constructs.
Some of the steps undertaken to analyze the model of this study are as follows: 1)
Development of concepts and theory-based model, 2) Constructing a path diagram, 3)
convert path diagram into a Structural Model, 4) Selecting the input matrix, 5) Assess the
problem identification.
4. Results
4.1 Descriptive data
Total respondents are 105 people. Respondents represent population of Islamic banking
employees in the city poor. Islamic banking which became the object of this research is
the category of Islamic banks, which consists of: BNI Syariah, Bank Muamalat
Indonesia, Bank Syariah Mandiri, BRI and BTN Islamic banking.
The number of respondents in this study included men as many as 63 people (60.6%)
while female respondents as many as 41 people (39.4). It also reflects the existing
conditions in the field, that Islamic banking is still dominated by male workers. For
where Islamic banking which is located at Kayutangan street implement employee
policies proportion of men than women by 60% to 40% of male and female workers.
Although for the teller is still dominated by women.
Almost all employees of Islamic banking are Muslims (99%). The rest is expressed as
missing data, because no complete data description itself. Marital status is categorized by
married, not yet married, widow / widower. Based on their data and 54 respondents
(52.4%), unmarried status, 47 individuals (45.6%) were married, while having status as a
widower / widow was 1.9% as much as 2 people. Respondents who had been married as
many as 47 people, 44 people have been endowed with the child as a mandate and
responsibility, a number of children between 1 to 4 people. 20 people have 1 child, 17
people have 2 children, 5 people who have 3 children, and only 2 people who have 4
children. The level of education Islamic banking employees have met the qualifications,
as many as 82 people (79%) educated graduates, 2.9% had a diploma strata 2, diploma
educated as many as 6 persons (5.8%). The remaining 12 people high school diplomas
(11.7%). Income largest respondents ranging from 1 million - 2 million dollars as much
as 46 people (45.1%), followed by earning 2 million-4 million dollars as many as 31
people (30.4%), and a wealth of over 4 million of 20 people (19.6%). Meanwhile, the
respondents who have incomes of less than 1 million, only 5 people (4.9%)
Islamic banking institutions is still relatively new, meanwhile period of employment is
still less than 30 years. Employees who work the longest in Islamic banking in the city of
Malang, just 27 years old and that's only one person. Based on the cumulative 97.9%
respondents worked less than equal to 15 years. The respondents are workers who are
still relatively young and energetic. Based on the descriptive analysis showed respondent
with age less than 30 years was more than 60% respondent.
4.2. Validity and Reliability Assessment
Reliability for each multi-item scale was assessed using Cronbach’s Alpha, and validity
was assessed using Pearson Bivariate Correlations with SPSS 16.0 software.
Siswanto
223
Table 1: Reliability Assessment
Variable Mean Cronbach’s Alpha
Meaning 4.2 0.89
Competence 4.2 0.79
Self-Determination 3.9 0.67
Impact 4.0 0.75
Affective 3.7 0.80
Continuance 2.9 0.76
Normative 3.4 0.64
Results of reliability analysis are reported in Table 1 for each variable. Overall, strong
reliability are demonstrated with Cronbach’s Alpha ranging from 0.64 to 0.89.
Creating the Superior Islamic Banking
224
Table 2: Validity Assessment
Item
Pearson
Correlation
Sig.
Meaning
My work is important to me 0.66 **
The impact of my work will affect to other department 0.76 **
Personally, my job is meaningful activity 0.78 **
My work means to me 0.83 **
Competence
I believe in my own ability to performmy work 0.79 **
My work was accordance with my own ability 0.56 **
I mastered my job 0.73 **
I’mconfident to performmy duty 0.77 **
Self-Determination
I have significant autonomy to decide how I do my work 0.73 **
I have great contribution to control my department 0.59 **
I can decide for how to do my job 0.37 *
I really care about what I do with my job 0.69 **
I have great opportunity to work independently 0.77 **
Impact
My opinion is considered in my department 0.67 **
I have significant influence over with my department 0.72 **
I have chance to use my initiative to do my work 0.71 **
Affective
I would be very happy to spend my career in this department 0.79 **
I feel less inclined to leave the department right now 0.74 **
I completely feel as if the problemthe department where I
work is my own problem
0.58 **
I feel a sense of having a strong against the department 0.44 *
I feel that being a family part in this department 0.42 *
I was fitting loyal to my department 0.45 *
This department has a special meaning for me 0.57 **
Continuance
I concerned when leaving this is not getting another job 0.54 **
I felt I had little option to consider, when leaving this
department
0.58 **
My life will be disrupted if I decided to leave this department 0.66 **
Normative
I feel obligated to loyal with my boss 0.53 **
I would fell innocent, if I leave the department right now 0.81 **
I have a high sense of responsibility to the people in
department
0.57 **
I amindebted with department where I work 0.51 **
* Correlation is significant at the 0.05 level (2 tailed)
** Correlation is significant at the 0.01 level (2 tailed)
Results of validity assessment are reported in table 2 with the Pearson Correlations.
Overall showed that instrument values are bigger than 0.30. Those are valid from 5%
and 1%. It means that all items have good validity. All item assessment was executed
with software SPSS 16.
Siswanto
225
4.3. Gender and Organizational Commitment
To find out if gender has a role in organizational commitment used t test t test used to
test the organizational commitment of the two groups of respondents, namely men and
women. Based on the analysis showed that the average value of organizational
commitment group of men at 3.9962, while the respondents female group average score
on organizational commitment amounted to 3.7883. For determining whether the average
differs significantly seen by comparing the probability value t count compared to the
alpha value of 5%. The results showed that the value t calculate equal to 2659, with the
probability level of registration for 0007. Therefore, there are differences base on gender.
Male had a higher commitment than the group of female respondents.
4.3. Gender and Psychological Empowerment
To find out if gender has a role in psychological empowerment used t test t test used to
test the psychological empowerment of the two groups of respondents, namely men and
women. Average values of male psychological empowerment are higher than female. For
determining whether the second average significantly different comparing the probability
value t count compared to the alpha value of 5%.
The results showed that the value calculate equal to 2961, with a significance level of t
count for 0004. Therefore, there are psychological differences based on gender
empowerment. Although the male group felt more empowering than female respondents
group, but overall the two groups have a level of empowerment high, more than 3.
4.4. Psychological Empowerment and Organizational Commitment
Based on the analysis of research using an analysis tool Structural Equation Modeling
(SEM) showed that psychological empowerment programs carried out by Islamic
banking in the city of Malang to increase the psychological empowerment of employees.
This means that employee empowerment programs have been running effectively. This is
indicated by the value of probability CR significant at 0.1% level.
To determine the contribution of latent variable indicators of psychological
empowerment and organizational commitment can be seen on the results of SEM analysis
on the following model. Based on SEM analysis conducted showed that psychological
empowerment latent variable can be measured by four indicators, namely, meaning,
competence, self-determination, and impact. Contribution of each indicators are; meaning
(0.77), competence (0.75), self-determination (0.81), and impact (0.79). Based on the
value of LAMDA, the indicators of self-determination have the largest contribution to
psychological empowerment. Variable organizational commitment consists of three
indicators. Each of the indicators had a role to determine employees' organizational
commitment Malang Islamic banking. The contribution of each variable is the affective
(0.89), continuance (0.80) and normative (0.76). LAMDA coefficient values indicate that
the coefficient has the largest contribution to affective organizational commitment.
The fit indices in this model are very good (comparative fit index (CFI) =0.87, relative
fit index (RFI) =0.77, and the Tucker Lewis index (TLI) =0.79). In addition, the chi
square (113.76) to degree of freedom (13) is also good.
Creating the Superior Islamic Banking
226
** is significant at the 0.01 level (2 tailed)
Fit indices
?2 df CFI RFI TLI
113.76 13 0.87 0.77 0.79
Number of Islamic Banks having Islamic branches in the working area of Bank Indonesia
(KBI) Malang as much as 5 branches including; Page. BRI Syariah Branch Malang, PT.
BNI Syariah Branch Malang, PT. Bank Muamalat Indonesia Malang Branch, PT. Bank
Syariah Mandiri Malang Branch, and PT. BTN Syariah Malang Branch (Bank Indonesia
Malang, 2007). Based on data from Bank Indonesia (KBI) Malang in 2007, total assets of
Islamic Banks in the Work Area Malang KBI as of November 2006 amounted to 246,942
billion IDR, an increase 32% compared to 2004. Total managed loans disbursed by the
year 2006 amounting to 231,641 billion IDR, an increase of 36.6% compared to 2004.
The total third party funds (TPF) that have been collected by the Islamic Banks
unfortunate Rp. 186,732 million, an increase of 19.4% compared to 2004.
Based on the results of interviews with the field of HRD Islamic Banking is known that
all Islamic banking has training programs and empowerment. This activity is a routine
and temporal. In addition, training activities and empowerment can be a program that
originated from the central office and there are also programs that are branches of
authority to do so.
The program has a strategic training and development to develop skills and empower our
employees. Some Islamic banking develops conventional banking to dual windows
systems, otherwise from the beginning pure concentration on the Islamic banking system.
This has consequences in management and organizational culture. Nevertheless, Islamic
banking has gradually Malang city is committed to develop a management model and
organizational culture that is unique and distinctive.
Luthan (2002) argues that organizational commitment is determined by individual
variables and organizational variables. Individual variables include: age, years of internal
and external controls. While the organizational variables include: organizational design,
leadership and organizational values. Robbin (2003) include gender and age as
determinants of employee performance and satisfaction. Robbins (2003) stated that there
were some important differences between women and men who affect their performance.
Psychological
Empowerment
Meaning
Organizational
Commitment
Impact
Affective
Normative
0,79
1,13**
0,77
0,81
0,75
Self-
determination
0,89
0,80
0,58
Continuance
Competence
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227
This is reinforced by the results of psychological studies that show that more women are
more willing to obey authority and men have greater hope for success. However, the
results were often changed along with the development time. Those indicate the level
towards increasing female participation in employment.
The results of this study still supports the results of previous studies that tracked by
Robbins (2003). Gender has a role in employee attitudes in organizations and
organizational commitment. Male turned out to have a higher commitment than the
commitment of women. Organizational commitment is shown by the strong drive to
survive in the organization. Although the level of female employees' organizational
commitment high, it indicated by an average of 3.7883. Value of commitment was above
the average value of 2.5.
The high level of organizational commitment can also be caused because 4 out of 5
Malang Islamic banking employees status as State-Owned Enterprises (SOEs). It can be a
gap further research to conduct research related to organizational commitment with the
status of state-owned Islamic banking and Islamic banking which is not state-owned.
SOE employees have characteristics have a strong incentive to stay in the organization.
SOE employees generally have higher salaries than other government servant.
Cultural factors that developed in communities and countries may also be a trigger factor
on the basis of gender differences in commitment. In Indonesia especially in Java is still
growing strong paternalist culture. The role of men in the household, as head of
household, has a greater responsibility to meet the needs of the family than women.
One problem that seems to distinguish the higher organizational commitment men than
women is when the employees had pre-school children, the women tent to budge. They
Compromise to arrive late at work or choose part-time job. Organizational commitment is
very important to know and regularly diagnosed organizations because there is empirical
evidence showing that organizational commitment had a positive relationship to work
productivity and have a relationship opposite of absenteeism and employee turnover rate.
Robbins (2008: 102) shows the results of empirical research that affective commitment
has a closer relationship with the results of work attitudes such as organizational
performance and employee turnover compared with the other two dimensions, namely
continuance commitment and normative commitment. At.al. Cohen, (2001: 260) states
that a commitment to something either in the form of people, a trust, or organization
comes from within not from a power outside himself.
Based on research results indicate that the role of affective commitment have a greater
contribution than the two other dimensions of organizational commitment. Affective
commitment refers to the organizational commitment arises because employees have an
emotional relationship with the organization, and individual values are believed to have
in common employees with organizational values. Emotional connection and similarity
with the organization's individual value triggers a high level of commitment. The
similarity value may be similarities such views regarding the status of bank interest.
Islamic banking does not recognize the concept of interest in the transaction and sharia
products. The similarity values can also be reflected in organizational culture. Are habits
and behavior of the individual in accordance with organizational cultures that are being
and will be developed? It can enhance organizational commitment.
Creating the Superior Islamic Banking
228
Managerial implications of this research to review the procurement process of labor. The
selection process should include a personality test that monitors the values of individuals
in order to get employees who have the same value to the organization. The similarity of
this value will also speed up the process of formalization and organizational culture that
can enhance the high performance and increased productivity.
One example measure personality based on values such as the Rokeach Value Survey
(RVS). RVS consists of two sets of values, namely the value of the terminal (terminal
value) and the instrumental (instrumental value). Terminal value refers to the
circumstances under which the desired end. While the instrumental value refers to the
behavior or the ways that it is preferable to reach a terminal value. Today managers are
facing a dilemma. One side of a requirement to work in a team with a demanding high
commitment from the workers, the other side, the environment is currently developing
commitment of diminishing value. Therefore, managers should promote organizational
commitment or loyalty of employees in several ways, among others, concerned with their
subordinates, communicating the mission, ensure fairness in the organization, creating a
sense of togetherness and support the development of its employees (Luthan, 2002; 237-
238).
Age is a factor that determines individual performance and employee attitudes (Luthan,
2002; Robbins, 2003). Age has an important role in performance and organizational
commitment. An important role is caused by several factors, among others, the
performance decreases with age, the reality that labor force is aging. In connection with
the first reason is still a debate, whether it is true that as we age, performance decreases.
This is true if the review does not factor the importance of experience, strong work ethic
and commitment to the organization. The results of this study indicate that organizational
commitment is different based on age and showed an increasing trend. Descriptive results
showed an average organizational commitment age group 21-25 years amounted to
3.8523, the age group 26-30 years amounted to 3.9291, the age group 31-35 years
amounted to 3.8920, the age group 36-40 years amounted to 3.7425, the age group of 41-
45 3.9700, 4.6800 for the age group 46-50, and 51-55 age group amounted to 4.4550, and
3.5700 for the age group 56-60.
The research results show that it is the older a worker, tend to have higher commitment. It
was triggered consideration of economic costs if out of the organization. Employees who
are old do not have alternative work elsewhere. This is different to the workers age 21 to
30 years. They still have the potential to find and change jobs to get something more
challenging and better. In addition, older workers who have a need for satisfy greater
family. They will think more carefully because of family considerations, children and the
burden to be borne by others that tend to be reluctant to switch jobs.
However, based on the results of the analysis indicate that the level of organizational
commitment based on age as a whole is above average. This means that the level of
employee commitment from all levels of age in the city of Malang Islamic banking is
quite high. It is becoming critical success factors of Islamic banking development in the
city of Malang. Because some research indicates that organizational commitment has a
role in increasing job satisfaction (Batemen and Strasser, 1984; at.al. Mowday, 1982),
motivation (Mowday at al.,), the presence of (Dalton & Mesh, 1990; Ho, 1997 .)
Organizational commitment also has a role in reducing absenteeism (Dalton & Mesh,
Siswanto
229
1990; Ho, 1997), and the level of employee turnover (Cotton and Tutle, 1986; Clegg,
1983).
Working lives is the third individual factors as predictors of organizational performance.
Results of analysis showed that the longer the employee works more and have a
commitment. Organizational commitment-group average working period of 1-5 years is
3.9100, the period of 6-10 years at 3.8752, the period of 11-15 years amounted to 4.0486,
the period of 16-20 years by 5, and 26-30 years of service amounted to 4.1500 . Although
after analysis of variance did not have differences of each commitment period of the
working group, but already it can be concluded that organizational commitment based on
years of service are already high average.
These results indicate that so far Islamic banking has been successfully bind internally so
that employees are loyal and committed to the organization. The success can be traced
through several programs that have been developed by human resource Development
Division (HRD). HRD Division activities include recruitment, job placement, training &
development, performance appraisal, career development, and termination. These
activities should be integrated to enhance the commitment and organizational
performance. For example, during the recruitment process should include the selection so
as to detect personality, motivation and individual values consistent with the values
organizations that have been specified. Compliance is the individual with the
organization's value will increase the commitment and simplify the process of job
placement and development, and the next process.
5. Conclusions and Suggestions
The results create a superior Islamic banking in a way to improve the quality of human
resources who are committed to the organization show that: 1) organizational
commitment between men and women are different. Male employees 'commitment level
is higher than the level of female employees' organizational commitment. Similarly,
organizational commitment was significantly different by age. Older employees
demonstrate a higher commitment. As for organizational commitment based on years of
service have no significant difference between groups. 2) Response to an employee
empowerment program that has been done to get a positive response from employees.
Empowered attitude response shows that male and female employees differently. Male
employees feel more empowering compared with female employees. However, the value
of psychological empowerment is located above the average value. While the
psychological empowerment based on age and years of service shows the value that is not
significant. 3) Program in the form of employee psychological empowerment and
delegation of tasks undertaken by Islamic banking is effectively able to increase the
commitment organizational. 4) Dimensions of self-determination have the most dominant
contribution to the increase in latent variable psychological empowerment. 5) Affective
dimension had the most dominant contribution to the increase in latent variable of
organizational commitment. Male employees' organizational commitment levels higher
than female employees. Similarly, we can see on the psychological empowerment
variables, it turns out male employees feel more capable and can enjoy the procedure
delegation of tasks as compared with female employees. This can be a cornerstone of
policy in manpower planning. Based on the results of interviews with HRD Division of
Islamic banking, Islamic banking has performed several compositions of male workers
(60%) was higher than female workers (40%).
Creating the Superior Islamic Banking
230
Organizational commitment by age shows the trend of growing older and the age level of
organizational commitment increases. This has implications for the further increase of
potential employees' organizational commitment in which the average age they are still
relatively young. Through continuous surveys on employee satisfaction can be a way of
diagnosis attitudes and behaviors of employees. In addition to finding programs that can
improve employee performance, can also be used mendiognosa commitment and desire
to quit the organization.
The results of this study also showed emotional relationship factors, similarities between
individual and organizational values as the dominant factor determining the high
organizational commitment. Implications in human resource management practice leads
to the organization to recruit and hire employees who have individual values consistent
with the values adopted by the organization. This can be started from the selection
process, namely the process of beginning to get a prospective employee who may accept
and even support the culture and values of the organization. Further, through education
programs and effective employee training will be able to enhance organizational
commitment. Because of the process of education and training, there is also a process of
internalization of organizational values with individual values. On the principle of
psychological empowerment program is a participatory program, which involves
employees in decision-making processes and activities. It can improve self-confidence
and feelings of being valued by the organization. Psychological empowerment programs
have been conducted by the city of Malang Islamic banking through management
practices and operational activities have been able to increase competence. Training &
development programs make the skills and expertise of its employees, the better.
Management practices in the form of duty and authority to increase the dimensions of
psychological empowerment impact. Dimensions of impact shows that employees feeling
valuable and can contribute to the work unit and organization. Sense of worth increases
feelings of employees self empowerment. One important factor of the results of this study
is the contribution of self-determination dimensions of psychological empowerment. This
dimension shows the freedom of employees to complete the job. Although the level of
formalization in organizations such as banking services is high, but from the results of the
analysis shows that this does not make the employees confined and stuck his freedom in
completing the work. Optimizing the role and function of education and training enhance
organizational commitment. Based on statistical data of Islamic showed an increasing
education and training cost since 2005 of 25% per year. In 2009, the cost of education
and training Islamic Banks and Islamic Business Unit was 200 billion IDR. Education
and training program is a strategic program to enhance organizational commitment.
Education programs and education will provide a major contribution to the organization
if they can match the value of organizational and individual values (value congruence).
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