Description
The essential practice in enhancing of Islamic Banking competitiveness is the implementation of Quran-based human resource management. The purpose of this study is to describe the application of the Quran-based human resource management in Islamic banking, as well as make empirical examination in order to increase employee job satisfaction through organizational justice as intervening variable.
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IMPROVING COMPETITIVENESS OF ISLAMIC BANKING HUMAN RESOURCES
THROUGH IMPLEMENTATION OF QURAN-BASED HRM PRACTICES
Siswanto
Faculty of Economics,
Islamic State University (UIN)
Maulana Malik Ibrahim Malang-East Java-Indonesia
[email protected]
ABSTRACT
he essential practice in enhancing of Islamic Banking
competitiveness is the implementation of Quran-based
human resource management. The purpose of this study
is to describe the application of the Quran-based human
resource management in Islamic banking, as well as make
empirical examination in order to increase employee job
satisfaction through organizational justice as intervening
variable. It sample were employees of Islamic banking in the city
of Malang. Based on the research results indicate that Quran-
based human resource management practices don’t increase job
satisfaction directly, but increase job satisfaction through the
variable of organizational justice. Managerial implications of
this research are the role of organizational justice principles in
human resource management practices to increase employee job
satisfaction. Islamic banking manager should provide sufficient
procedural, distributive and interactional justice to improve the
impact Quran-based human resource management to job
satisfaction.
Key words: Quran-based HRM, Job Satisfaction, Organizational
Justice
T
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Background
Implementation of Human Resource Management (HRM) is an important factor for success of any
organization. Qualified human resources, enthusiastic and job satisfaction employees, as well as experiences
affect productivity, customer service, reputation, and survival organization (Hashim, 2007). The issues of
human resources implementation in organizations are based on religious basis (Ali and Al-Kazemi, 2007).
All religions call for fairness in the treatment of employees. It is a universal value. Ten Commandments in
Christianity for example, urged the management to treat employees equally and rewarding appropriate.
Similarly, Islam encourages all Muslims to promote the justice practice in every sphere of life. Quran often
refers to honesty and fairness in trade, and repeatedly called for fair distribution of wealth in society. J ustice
is an important element in the value of Islam and must be applied in every life aspect as stated in the Quran
(4:135):
Meaning: "O you who have believed, be persistently standing firm in justice, witnesses for
Allah, even if it be against yourselves or parents and relatives. Whether one is rich or poor, Allah
is more worthy of both. So follow not [personal] inclination, lest you not be just. And if you
distort [your testimony] or refuse [to give it], then indeed Allah is ever, with what you do,
Acquainted "(Qur'an 4:135).
Several previous studies have examined the role of religion in employee behavior change and implications
of the Ten Commandments of Christianity, J udaism and Islamic human resources strategy (Ali, Gibbs, and
Camp, 2000). Some studies also indicate that there is a close relationship between Islamic work ethic with
organizational commitment, job satisfaction, and loyalty (yousef, 2007). However, these studies have not
addressed important issues related to organizational justice. Organization justice has demonstrated a
significant relationship with organizational commitment, satisfaction, and turnover employee (Hassan,
2005). Organizational justice is an important issue related to human resources. Therefore, this study
designed to investigate the effect of Quran-based human resource management practice on organizational
justice and job satisfaction.
This study is potentially useful to increase knowledge about the contribution of Islam in organizational
behavior management. This will be an important reference source for those who learn Islam and
management for those who will conduct further research in this field. This study will provide valuable
insights for practitioners of non-Muslims and Muslims who manages an Islamic banking and Islam or
Muslim workers in order to make better decisions and improve the perceived fairness among employees
within an organization. Furthermore, Islamic banking has professional and competent human resources to
enhance the competitiveness through human resource management practices based on the Quran.
Islamic banking is a banking service which is used to drive national development by the government. As an
intermediary institution, the Islamic banking deposits absorb that used to drive the real sector. Based on the
Bank Indonesia Regulation number 23/PBI/1992, banks can accommodate dual banking system, confirming
the existence of Islamic banking in Indonesia. 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. While the Muslim population of ±87.2% and 10% of the population that is
Muslim is a potential market. Otherwise, the number of potential customer is 8.7 million.
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We can see that the contribution and development of Islamic banking is very impressive in Indonesia. Bank
Indonesia issued a report that the development of office network Islamic banking showed an increasing
trend since 2005. Islamic banks offices as much as 934 per March 2010, a sharp increase compared to 2005
which only has 304 offices. Based on data from the Islamic banking office network, 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 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 has the consequence of an increase in the labor market needs. Based on
data from Bank Indonesia (BI) the amount of labor that goes in the Islamic banking sector continued to
increase. In 2005, workers absorbed as many as 5,996 people. Since 2005, respectively 2006, 2007, 2008,
2009, and by March 2010 total employment in these sectors respectively; 7,376 people, 8,685 people,
11,752 people, 15,443 people. Data as of March 2010, total employment Islamic banking sector some
16,335 people. Based on these data, the average growth of labor demand in this sector rose by 20% per year
(syariah banking statistic, 2010).
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 qualities of human resources (HR) Islamic
bank in Indonesia by Islamic banks in Malaysia. Ascarya and Yusmanita in a study "Comparing the
efficiency of Islamic banks in Malaysia and Indonesia", suggests that one important factor that led to
inefficiencies in Indonesia Islamic banking is the low quality of human resources (Ascarya and Yusmanita,
2008). Based on these results, the quality of human resources of Islamic banking needs to be optimized.
Therefore, this research aims to confirm the role of human resource management implementation based on
Quran in Islamic banking in order to improve quality of human resources. In more detail the research
objectives include: 1) Detecting Quran-based human resource management practices in Islamic banking, 2)
analyze the implementation of Quran-based human resource management practices in order to improve
employee job satisfaction through organizational justice variable in order to improve the competitiveness of
Islamic banking in the city of Malang.
Theoretical Overview
Quranic guidelines on human resource management
The managers and practitioners recognize the importance of organizational justice. Therefore, the human
resource management practices encourage the creation of a sense of justice within the organization. Based
on the perspective of Islam, Quran reminds honesty and fairness in trade, and called for fair and equitable
distribution of wealth within the community (Ali et al., 2007). Islamic Management places great emphasis
on principle of justice. Requirements stated in the Quran (4: 58) as follows:
It means: "Indeed, Allah commands you to render trusts to whom they are due and when you
judge between people to judge with justice. Excellent is that which Allah instructs you. Indeed,
Allah is ever Hearing and Seeing." (Qur'an 4:58)
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J ustice is a common problem in all of human resource management practices. For example in the
recruitment and selection of employees, favoritism and nepotism always affect the hiring decision. Ali
(2005) had appointed that selection is one of the most complicated tasks in the organization. This is due to
the fact that when there are many candidates applying for jobs, employers have plenty of potential
candidates to choose. In order to ensure the recruitment fair treatment given to all applicants, Islam requires
the person responsible for recruitment to be righteous and just. Ahmad explained that a manager is required
to perform the prayer, fasting, zakat and other pillars of Islam to achieve the best level of piety (Ahmad,
1995). According to Ahmad, Al-Qur'an standards qualified for the job and the competencies required for it.
This emphasizes the importance of competence and honesty, because without this prerequisite could not be
efficient. Qur'an states in (28: 26) as follows:
It means: "One of the women said, "O my father, hire him. Indeed, the best one you can hire is
the strong and the trustworthy."(Qs. 28:26)
In Islam, the selection of employees must adhere to certain principles (Hashim, 2008). The first principle is
J ustice. According to Syed Agil (1997), Ali bin Abi Talib wrote: do not nominate them (officers) are based
on favoritism or egoism, both of these attributes reflect injustice and treachery. Second, an employee is
selected based on competence. The Individual is not to be appointed based on kinship or blood ties,
friendship, wealth, age, race, and political power or the like. Third principle is honest, both applicants and
recruiters have to be honest. Fourth, Islam prohibits the assignment of work that exceeds the capacity of
individuals. For example, the Quran says (2:233): "No person is charged with more than his capacity." This
is because individuals may not be able to perform assigned work because of the deficiency. Employers are
required to inform the truth about the jobs offered to applicants, including job requirements, criteria of the
job holder, and the compensation to be paid. This is important information to be provided to applicants so
they can evaluate and adjust the work, whether compliance with the competencies, skills, interests, and
awards.
Performance appraisal is a formal system of work in setting standards, assessing performance and providing
feedback to employees for the purpose of motivation, correction, and the continuation of their performance
(Dessler, 2008). Information obtained from the performance appraisal is used as the basis for pay and
promotion decisions. In Islam, there are rewards and punishments in this worldly life and the hereafter.
Good news and warnings from God to mankind be sent by the sources of divine revelation and His Prophet,
Quran states (18:87-88), as follows:
It means: "Say Dzulkarnain:" As for one who wrongs, we will punish him. Then he will be returned to
his Lord, and He will punish him with a terrible punishment But as for one who believes and does
righteousness, he will have a reward of Paradise, and we will speak to him from our command with
ease. "(Quran 18: 87-88)
Performance assessment is another HRM practice subject to justice. Assessors will bias is well documented.
There are nearly a dozen known phenomenon proves that supervisors assess employees likely to be
inaccurate due to a subconscious tendency. According to Ali (2005), the manager is currently difficult to
assess employees effectively. This is caused by religious considerations, personal relationships and
bureaucratic tendencies. Thus, Muslim managers should be aware that measuring performance in Islam must
take into account the concept of accountability and responsibility. Given the responsibility to assess the
employee, the manager must be equitable (fair) and care for their employees.
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Training is the process of developing quality human resources that enable them to become more productive
and contribute more to the achievement of organizational goals. According to the Qur'an, man's basic
qualification for being representative of God (Khalifatullah) on earth is to possess knowledge. Allah
Almighty says, (2:30-33): "When the angel question of Adam to the suitability of representatives, citing
God's knowledge of Adam to convince them." Two important points can be drawn from the verses of the
Qur'an. First, Adam's descendants are entitled to a position as vicegerent of Allah on earth on the basis of
knowledge. Second, they are among the children of Adam who are more deserving of vicegerents are those
pre-eminent in knowledge. Men of Knowledge surpass others, and limit the reception of admonition to those
endowed with knowledge and understanding in ranks in the presence of their Lord, and are more preferable
than others. Allah Almighty says (58:11): "Are those who know equal with those who do not know?" But
only they who are endowed with understanding keep this in mind. "Shaddid b. Aus said:" Two are the things
I remember the Prophet Muhammad (peace be upon him) has said: Verily Allah has enjoined goodness to
everything: so when you kill, kill in a good way and when you slaughter, slaughter in a good way. So every
one of you should sharpen his knife, and let the slaughtered animal die comfortably. God said to the mastery
of the job. Thus, it is an obligation for Muslims to seek knowledge with diligence and excellence in
performance gain. Muslims urged to seek knowledge from cradle to grave. The concept is to create a state of
continuous knowledge. Seeking knowledge is an obligation on individuals and employers. It is mandatory
for Muslim employees seek to serve his master well. Otherwise, employers are responsible for providing
employees the opportunity to enhance their competence. Employers make a decisions about who should
attend training organized by the employer is always subject to the employer. Superiors review the relevant
information about employee performance and recommend potential employees for training. Of course, some
employees are more fortunate than others.
Distributive justice and procedural justice are generally associated with employee compensation. Purpose of
any compensation, either directly or indirectly, is to recognize the value of employee performance and to
determine how to motivate them to work with full efficiency in the business environment is always
changing. In the early years in Muslim countries, compensation is based upon the Five Principles (Ali et al.,
2007). First, the job is a contract, so the fulfillment of the contract is an obligation for employers and
employees to meet. The Qur'an not only commanded the believers to fulfill the agreement, but also to avoid
any attempt evade agreement (7:85), "Do not withhold from people the things that have matured." Secondly,
Islam emphasizes that workers should be given adequate and fair wages for their work, keeping in view the
quality and quantity of work, their needs and requirements, as well as overall economic conditions. Ahmad
(1995) said that the Qur'an recognizes the various gradations in between working on the basis of quality and
quantity of their work (46:19). Al-Mubarak explained that some workers have special skills, while others
can do the job manually. This provides ample evidence that the wages for all workers should not be the same
in all cases (1972). Quran says (46:19) "And for all stratified according to their deeds." Third, the
compensation shall be determined in advance and wages should be paid promptly after work is completed.
The Prophet (SAW) said: "Whoever believes in Allah and the Day of J udgment, may not employ a worker,
arrived at know what he would receive. Fourth, the compensation can be either monetary or non-monetary.
Fifth, wage and compensation is based on deal previously and should be increased according to
circumstances. Ahmad added that Islam prohibits abuse by the employee's employer, who is entitled to a
mutually agreed upon wages alone (Ahmad, 1995). The Allocation anything outside the terms of wages is
one act of dishonesty or stealing both expressly prohibited. In addition, wages and compensation must be
sufficient to provide a decent life. Beekun (1991) stated that if wages are too low, individuals may not feel
motivated enough to attempt, Ahmad while on the other hand, states that a worker is entitled to a fair wage
for his work (Ahmad, 1995).
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Quran instructs that wages should be determined by consultation and mutual agreement (Qur'an 28:26-28).
Islam strictly prohibits coercion and forced labor. As narrated by Abu Hurayrah, the Prophet (SAW) has
said: "The Lord told me that I would act as a plaintiff, in the judgment against those who engage workers on
the job and takes full work from him, but did not give him the wages of (full)."At the same time, Islam
denounced slavery and give proper recognition to the dignity of workers and jobs. As narrated by Al-
Miqdam, the Prophet (SAW) has said, "Nobody ever ate better food than what has been gained through
working with his own hands."
Job satisfaction
J ob satisfaction is the result of the employee's perception of how well a person's job to give them an
important thing through his work (Luthans, 2002: 230). J ob satisfaction reflects a person's feelings toward
his work. This is evident from the positive attitude of employees towards work and everything encountered
in the work environment. J ob satisfaction is the final destination and where the work or an organization's
managerial policies are designed, they do so that employees get the maximum satisfaction of their own
needs. Each organization should monitor job satisfaction, because it will affect the level of absenteeism,
labor turnover, morale, grievances and other issues vital organization.
Organizational justice
Hoy & Tarter (2004) stated that organizational justice is not new in administration literature. Greenberg and
Baron (2003) define justice as the organization's perception of fairness in the organization, comprised of the
perception of how decisions are made, the division of outcomes and the perceived justice on those
results. According to Greenberg and Baron, there are three main approaches justice organizations; 1)
distributive justice, which focuses on how resources are distributed organization, 2) procedural justice,
which focuses on the process used to make resource allocation decisions, and 3) interactional justice, justice
focuses on interpersonal communication related to organizational procedures. Greenberg and Baron
outlining further research has revealed that some action by the organization to make fair decisions, among
which are: to say how decisions are made, providing an opportunity to correct mistakes, apply the rules and
policies consistently, and make decisions fair.
For comparison, Ali et al., (2007) in his research has identified some of the implications of Islam for ten
orders of human resource management. Most states the implications of the elements of justice and fair
manner. For example, Ali et al., Said that in hiring, the priority should be on individual qualifications,
employers have voiced disagreement with the polite, layoffs and downsizing of employees should be a last
resort to maintain the viability of the business, management must establish a process for dealing with
employee complaints, performance should be the main criteria for evaluation and management should avoid
favoritism and nepotism (Hashim, 2008).
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Research Methods
Number of samples in this study consisted of employees of the Islamic banking as much as 52 people. The
number of respondents was representative of the population of Islamic banking employees in Malang City.
Islamic banking is the object of this study is the category of Islamic commercial banks and Islamic business
unit. Collecting data used questionnaires and interview with employees and human resource department of
Islamic banking in Malang city.
The size of the data scale using 1-5 Likert scale. The grade 1 represents the opinion strongly disagree (STS)
to reflect the opinion of the value of 5 is strongly agree (SS). Instrument of research used existing instrument
developed by previous studies that have been modified by researcher.
- Quran-Based Human Resources Management Practices Instrument used the instrument developed by
Hashim (2008).
- J ob Satisfaction instrument used the job diagnostic survey instrument developed by Hackman and
Oldham (1975).
- Organizational J ustice Instruments used instrument developed by Price and Mueller (1986) on
distributive justice, Niehoff and Moorman (1993) on indicators of procedural and interactional justice.
Results
Instruments validity and reliability
The results of the research instrument testing of Quran-based human resource practices include the activities
of recruitment, selection, performance appraisal, training and development and compensation program can
be presented as the following table. In table 1 shows that all items have a very high correlation value that is
expressed as an instrument is valid. All research instruments have values of probabilities less than 1%. Test
to test the consistency of equipment reliability/research instruments used. Based on the analysis of
reliability, Quran-based human resource management practices show that the cronbach's alpha values of 14
question items showed a value of 0.934. The instrument has good levels of reliability if the value of
cronbach's alpha ranged from 0.8 to 1. While cronbach's alpha values of each indicator Quran-based
human resource management denote that the interval was range 0.6 to 0.9, it means that the instrument used
in this study is worthy of further analysis. Thus to questions used in this study are reliable and can be used as
a measurement of variables in this study. Instruments job satisfaction and organizational justice also has a
level of validity and reliability high. Thus, all the research instruments used in this study are worthy, it
means that all instrument valid and reliable.
Table 1. Test results of the research instrument
Reliability Test
Variables
Values of
Cronbach's Alpha
Evidence
Quran-based human resource management practice 0.934 Reliable
- Recruitment 0.860 Reliable
- Selection 0.838 Reliable
- Performance assessment 0.770 Reliable
- Training and Development 0.746 Reliable
- compensation 0.618 Reliable
Job satisfaction 0.790 Reliable
Justice organizations 0.903 Reliable
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Test the validity
Item Pearson correlation Sig.
Quran-b ased HRM
Recrutment1 0.706 **
Recrutment2 0.831 **
Recrutment3 0.838 **
Selection1 0.822 **
Selection2 0.725 **
Selection3 0.764 **
Performance1 0.685 **
Performance2 0.792 **
Performance3 0.722 **
Performance4 0.665 **
Training1 0.755 **
Training2 0.784 **
Compentation1 0.685 **
Compentation2 0.637 **
Job satisfaction
Jobsatisfaction1 0.894 **
Jobsatisfactio2 0.929 **
Organizational justice
Distributivejustice1 0.963 **
Distributivejustice2 0.972 **
Proceduraljustice1 0.961 **
Proceduraljustice2 0.956 **
Interactionaljustice1 0.931 **
Interactionaljustice2 0.951 **
** Correlation is significant at the 0:01 level (2-tailed)
*. Correlation is significant at the 0.05 level (2-tailed).
Sources: Primary Data Processed, 2013
Respondent perceptions on the implementation of the Quran-based human resource management
Humana resource management practices include the activities of human being in the form of recruitment, selection,
performance appraisal, training and development and compensation program. Generally, Quran-based human resource
management practices were applied by properly. Those are denoted positive responses fromemployees. More than
70% of responses stated that Quran-based human resource management practices that includes recruitment, selection,
appraisal, training and development, and compensation properly applied by Islamic banks in the city of Malang.
Table 2 shows employee perception of Islamic banking Malang. As much as 82.7% of respondents stated that Quran-
based human resource management practices have been implemented well. Compensation programhas the highest
feedback rating, 94.3% respondents. This suggests that the compensation program is administered properly
implemented in Islamic banking. Based on the results, compensation programhave been properly implemented by
Islamic banking in the city of Malang. Response which states that valuation practices applied to either work as much
as 82.7%.
Table 2. Perception of respondents
The number of responses to respond (%)
Variables Good practice is applied
with
Practices are not implemented
well
Human Resource
Management Practices
Based onEntire Quran
82.7% 17.3%
- Recruitment practices 80.6% 19.4%
- Selection Practices 75.0% 25.0%
- Practice Assessment
Work
82.7% 17.3%
- Training and
Development Practices
80.7% 19.3%
- The practice of granting
compensation
94.3% 5.7%
Sources: Primary Data Processed, 2013
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Path analysis
Data analysis was executed by AMOS 6.0 software. Path analysis was used to detect the impact of Quran-
based human resource management practices based on the rise of organizational justice. Quran-based human
resource management practices include the activities of recruitment, selection, performance appraisal,
training and development and compensation program. The role of Quran-based human resource
management practices adequate to increase organizational justice. It’s indicated by the standardized
coefficient value 0.8 at a significance level of 0.000. Positive values on the standard coefficient values
indicate the positive correlation. It means that an increase of Quran-based human resource management
practices will be able to improve fairness in the organization or organizational justice. Path analysis results
indicate that Quran-based human resource management practices can’t increase employee job satisfaction
directly. The effect of Quran-based human resource management practices on job satisfaction pointed by
standardized value of variable coefficient at 0.034 with critical value ratio or probability at 0.797. Critical
ration probability value is greater than 5%. Therefore, Quran-based human resource management practices
can’t increase job satisfaction directly. Quran-based human resource management practices can’t increase
job satisfaction directly. Those can increase job satisfaction indirectly through organizational justice
variable. Total effect Quran-based human resource management practices based on job satisfaction as much
as 0.657.
Figure 1. The results of path analysis
Discussion
Islamic banking grows rapidly in Indonesia. Number of branches and depositor fund thrive every year. The
progress has implications on the enhancement of human resource requirements in Islamic banking. Human
resource requirements are not only related to the quantity, but more important is the quality of human
resources who mastered the theory and practice of Islamic banking.
The growth of Indonesian Islamic banking was triggered by the crisis in 1997 which demonstrates the ability
of Islamic banks able to survive than conventional banking. There is a potential investor institutions of the
Middle East also prompted some banks to convert into commercial banks to open Islamic banking or Islamic
business unit. On the other hand, during J anuary 2009 Bank Indonesia has issued three regulations of Bank
Indonesia (PBI) thus providing a clear direction for Islamic banking in Indonesia. Bank Indonesia regulation
(PBI) include: 1) PBI 11/3/PBI/2009 of Islamic Banks, 2) PBI 11/10/PBI/2009 about Islamic business unit,
and 3) PBI 11/15/PBI / 2009 on changes in business activities of conventional banks into Islamic banks.
Bank Indonesia also issued a circular (SE), the BI SE 11/9/DPBs number of Islamic banks (Wijaksana and
Sakiawardani, 2009). The regulations set all lines in the Islamic banking industry which include: the
supervisory board, board of commissioners, board of directors, opening a branch office, to the financing for
the results that require close supervision. The implications of this rule are the magnitude of the human
resource needs of Islamic banking in both quantity and quality.
Quran-Based
HRM
Organizational
Justice
Job
Satisfaction
0,797**
(9,49)
0,034
(0,25)
0781**
(5,76)
** Estimate is significant at the 0.01 level
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The development of Islamic banking is creating a climate of competition both at the regional, national and
global human resources to obtain competent and professional. From the results of field observation and
discussions with the leaders of the Islamic banking branch in Malang and chairman of Asbisindo East J ava,
found that there are many professionals piracy occurs in the Islamic banking industry. In order to create
Islamic banking competitiveness through improved human resource can be done by implementing Quran-
based human resource practices.
Quran-Based HRM practices include activities in human resource management which includes activities
such as: recruitment, selection, performance appraisal, education and training, and compensation, based on
Islamic values. Islamic values in human resource management practices include: fair or justice, trustworthy,
personal piety, responsibility, competent, and honest. In Islamic religion, justice is a very important value.
God commanded to do justice to become a man of noble (the righteous) as his word in the Quran surah Al-
Maidah verse 8 (Qs. 5:8). J ustice is one of the Quran-based human resource management value. Employee
recruitment and selection practices based on the value of justice in the form of an open and fair manner,
meaning that no favoritism and nepotism. In order to ensure a sense of justice, the practice of recruitment is
done by providing the opportunity for each applicant. Not just because of blood relations, connections or
other subjective considerations. In addition, during the recruitment process do the parties are good people,
righteous and having a sense of justice. People who are good, righteous and having a sense of justice in this
case are the ones who always perform duty to God in the form properly and run praying, fasting, zakat and
other pillars of Islam. Clarity of the information needs of prospective employees with the terms and details
of the work shows the existence of openness in the recruitment process in order to obtain a competent
employee and has the talent, interest, and value is congruency between the employees. Value congruence
encourages organizational commitment of employee (Siswanto, 2011). Employees of Islamic banking will
be a professional and competent and have integrity when recruitment and selection practices can get
employees to have an understanding of Islamic values are comprehensive and consistent in carrying out
Sharia of Islam. The selection of employees based on Islamic values which should be carried out by the
Islamic banking has four main criteria which include: 1) fairness or justice, 2) were selected based on
competence rather than on blood ties, friendship, age, race, and political power, 3) the honesty, either from
the organization (recruiters) and prospective employees (recruited), and 4) Islam prohibits the assignment
that exceeds the ability of employees (Hashim, 2008).
The principle of justice is also a reference in the performance appraisal practices. Assessment of
performance in this case is a formal system in the standard-setting work, assessing performance, and aims to
provide feedback to employees in order to motivate, correct and continued good performance. J udging
performance will be able to encourage and motivate employees and increase job satisfaction during the
system assessment conducted transparently and fairly. The results showed that employee satisfaction will be
achieved with Quran-based human resource management practices through organizational justice variables.
At the time of application of human resource management without going through the justice variables in the
organization, the Quran-Based HRM can’t increase employee job satisfaction. Many studies have shown
that employees who have job satisfaction will have a labor productivity is much higher than its low
employee satisfaction (Robbins and J udge, 2008: 40). In addition, performance assessment also includes an
assessment of the behavior of employees as a good Muslim, because a good Muslim would be a good
employee (Yousef, 2000).
Islamic banking conducts training and development program to encourage the capabilities and competencies
of employees. Training and development program will make employees more productive and contribute
more to the achievement of organizational goals. Spirit in Islamic values, that Allah will exalt those who
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believe and have science (Qs. 58: 11) and human basic qualifications to be representative of God on earth
(khalifatul fil ard) is to have the knowledge (Qs. 2: 30-33). Two important things that can be drawn about
the basic qualifications to be representative of God on earth in Qs. 2: 30-33 include: 1) the descendants of
Adam are entitled to a position as vicegerent of Allah on earth because of science, and 2) among the
descendants of Adam who is more fit to be a representative of the people who superior in science. Everyone
should be look for knowledge. Employees shall be look for science to increase knowledge and skills in order
to work well and full of trust. Management of organization should provide opportunities for employees in
order to improve their competence.
Organizational justice can be classified into procedural justice, distributive justice and interactional justice.
Distributive justice focuses on how organizational resources are distributed. The emphasis on procedural
justice processes used to make resource allocation decisions. Interactional justice while giving emphasis on
interpersonal communication related to organizational procedures. Distributive justice and distributive
justice often associated with employee compensation. Compensation is a reward system provided by the
organization to recognize employee performance and as a means to motivate employees. Financial
compensation and non-financial values given should follow the fairness or justice and transparency so that
the reward system is run in accordance with its purpose. Work contract is performed by the employer
(organization) with the employee. Contract made an agreement that must be accomplished by both parties.
Your employer must give in return as agreed in the contract agreement, and must not shy away from the deal
together. Compensation given to employees must be fair and reasonable in accordance with the quantity and
quality of their work. In Islam doctrine recognizes that there are different levels of ability (gradation) of the
employee as stated in Quran (Qs. 46: 19). In this verse explicitly states that the granting of benefits in
accordance with the levels of skills and expertise provided. Equitable rewards at various levels and
employment levels are not justified in Islam. Compensation is determined in advance in Islam by mutual
consent and the reward is given after the work is completed (Qs. 28: 26-28).
Conclusions and Recommendations
Conclusion
Based on data analysis, the research of improving the competitiveness Islamic banking human resource
through the implementation Quran-based HRM concluded; 1) Implementation of Quran-based human
resource management practices have been properly implemented. Those are demonstrated in a positive
response to the practice of recruitment, selection, performance appraisal, training, and compensation, 2)
Quran-based human resource management practices could improve the fairness or justice in the
organization, 3) Quran-based human resource management practices can’t increase job satisfaction directly.
However, the practices of Quran-based human resource management can increase job satisfaction through
the organizational justice.
Recommendations and managerial implications
Human resource management practices should continue to be performed by entering the Quranic values being
able to effectively increase job satisfaction. However, the Quranic values that are implemented in human
resource management program must be kept under review in order to really touch the needs and expectations of
employees. The employee of Islamic banking has had a high critical opinion because of competition in the
banking industry. It is based on the results of the analysis indicate that Quran-based human resource management
are not able to increase job satisfaction directly, but through justice organizations. It means that Quranic values
are applied in human resource management practices must promote values of justice. A manager who
implements the human resource management practices of Islamic banking should carry out and ensure
implementation of procedural justice, distributive justice and interactional justice in order to improve employee
job satisfaction.
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doc_571782265.pdf
The essential practice in enhancing of Islamic Banking competitiveness is the implementation of Quran-based human resource management. The purpose of this study is to describe the application of the Quran-based human resource management in Islamic banking, as well as make empirical examination in order to increase employee job satisfaction through organizational justice as intervening variable.
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IMPROVING COMPETITIVENESS OF ISLAMIC BANKING HUMAN RESOURCES
THROUGH IMPLEMENTATION OF QURAN-BASED HRM PRACTICES
Siswanto
Faculty of Economics,
Islamic State University (UIN)
Maulana Malik Ibrahim Malang-East Java-Indonesia
[email protected]
ABSTRACT
he essential practice in enhancing of Islamic Banking
competitiveness is the implementation of Quran-based
human resource management. The purpose of this study
is to describe the application of the Quran-based human
resource management in Islamic banking, as well as make
empirical examination in order to increase employee job
satisfaction through organizational justice as intervening
variable. It sample were employees of Islamic banking in the city
of Malang. Based on the research results indicate that Quran-
based human resource management practices don’t increase job
satisfaction directly, but increase job satisfaction through the
variable of organizational justice. Managerial implications of
this research are the role of organizational justice principles in
human resource management practices to increase employee job
satisfaction. Islamic banking manager should provide sufficient
procedural, distributive and interactional justice to improve the
impact Quran-based human resource management to job
satisfaction.
Key words: Quran-based HRM, Job Satisfaction, Organizational
Justice
T
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Background
Implementation of Human Resource Management (HRM) is an important factor for success of any
organization. Qualified human resources, enthusiastic and job satisfaction employees, as well as experiences
affect productivity, customer service, reputation, and survival organization (Hashim, 2007). The issues of
human resources implementation in organizations are based on religious basis (Ali and Al-Kazemi, 2007).
All religions call for fairness in the treatment of employees. It is a universal value. Ten Commandments in
Christianity for example, urged the management to treat employees equally and rewarding appropriate.
Similarly, Islam encourages all Muslims to promote the justice practice in every sphere of life. Quran often
refers to honesty and fairness in trade, and repeatedly called for fair distribution of wealth in society. J ustice
is an important element in the value of Islam and must be applied in every life aspect as stated in the Quran
(4:135):
Meaning: "O you who have believed, be persistently standing firm in justice, witnesses for
Allah, even if it be against yourselves or parents and relatives. Whether one is rich or poor, Allah
is more worthy of both. So follow not [personal] inclination, lest you not be just. And if you
distort [your testimony] or refuse [to give it], then indeed Allah is ever, with what you do,
Acquainted "(Qur'an 4:135).
Several previous studies have examined the role of religion in employee behavior change and implications
of the Ten Commandments of Christianity, J udaism and Islamic human resources strategy (Ali, Gibbs, and
Camp, 2000). Some studies also indicate that there is a close relationship between Islamic work ethic with
organizational commitment, job satisfaction, and loyalty (yousef, 2007). However, these studies have not
addressed important issues related to organizational justice. Organization justice has demonstrated a
significant relationship with organizational commitment, satisfaction, and turnover employee (Hassan,
2005). Organizational justice is an important issue related to human resources. Therefore, this study
designed to investigate the effect of Quran-based human resource management practice on organizational
justice and job satisfaction.
This study is potentially useful to increase knowledge about the contribution of Islam in organizational
behavior management. This will be an important reference source for those who learn Islam and
management for those who will conduct further research in this field. This study will provide valuable
insights for practitioners of non-Muslims and Muslims who manages an Islamic banking and Islam or
Muslim workers in order to make better decisions and improve the perceived fairness among employees
within an organization. Furthermore, Islamic banking has professional and competent human resources to
enhance the competitiveness through human resource management practices based on the Quran.
Islamic banking is a banking service which is used to drive national development by the government. As an
intermediary institution, the Islamic banking deposits absorb that used to drive the real sector. Based on the
Bank Indonesia Regulation number 23/PBI/1992, banks can accommodate dual banking system, confirming
the existence of Islamic banking in Indonesia. 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. While the Muslim population of ±87.2% and 10% of the population that is
Muslim is a potential market. Otherwise, the number of potential customer is 8.7 million.
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We can see that the contribution and development of Islamic banking is very impressive in Indonesia. Bank
Indonesia issued a report that the development of office network Islamic banking showed an increasing
trend since 2005. Islamic banks offices as much as 934 per March 2010, a sharp increase compared to 2005
which only has 304 offices. Based on data from the Islamic banking office network, 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 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 has the consequence of an increase in the labor market needs. Based on
data from Bank Indonesia (BI) the amount of labor that goes in the Islamic banking sector continued to
increase. In 2005, workers absorbed as many as 5,996 people. Since 2005, respectively 2006, 2007, 2008,
2009, and by March 2010 total employment in these sectors respectively; 7,376 people, 8,685 people,
11,752 people, 15,443 people. Data as of March 2010, total employment Islamic banking sector some
16,335 people. Based on these data, the average growth of labor demand in this sector rose by 20% per year
(syariah banking statistic, 2010).
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 qualities of human resources (HR) Islamic
bank in Indonesia by Islamic banks in Malaysia. Ascarya and Yusmanita in a study "Comparing the
efficiency of Islamic banks in Malaysia and Indonesia", suggests that one important factor that led to
inefficiencies in Indonesia Islamic banking is the low quality of human resources (Ascarya and Yusmanita,
2008). Based on these results, the quality of human resources of Islamic banking needs to be optimized.
Therefore, this research aims to confirm the role of human resource management implementation based on
Quran in Islamic banking in order to improve quality of human resources. In more detail the research
objectives include: 1) Detecting Quran-based human resource management practices in Islamic banking, 2)
analyze the implementation of Quran-based human resource management practices in order to improve
employee job satisfaction through organizational justice variable in order to improve the competitiveness of
Islamic banking in the city of Malang.
Theoretical Overview
Quranic guidelines on human resource management
The managers and practitioners recognize the importance of organizational justice. Therefore, the human
resource management practices encourage the creation of a sense of justice within the organization. Based
on the perspective of Islam, Quran reminds honesty and fairness in trade, and called for fair and equitable
distribution of wealth within the community (Ali et al., 2007). Islamic Management places great emphasis
on principle of justice. Requirements stated in the Quran (4: 58) as follows:
It means: "Indeed, Allah commands you to render trusts to whom they are due and when you
judge between people to judge with justice. Excellent is that which Allah instructs you. Indeed,
Allah is ever Hearing and Seeing." (Qur'an 4:58)
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J ustice is a common problem in all of human resource management practices. For example in the
recruitment and selection of employees, favoritism and nepotism always affect the hiring decision. Ali
(2005) had appointed that selection is one of the most complicated tasks in the organization. This is due to
the fact that when there are many candidates applying for jobs, employers have plenty of potential
candidates to choose. In order to ensure the recruitment fair treatment given to all applicants, Islam requires
the person responsible for recruitment to be righteous and just. Ahmad explained that a manager is required
to perform the prayer, fasting, zakat and other pillars of Islam to achieve the best level of piety (Ahmad,
1995). According to Ahmad, Al-Qur'an standards qualified for the job and the competencies required for it.
This emphasizes the importance of competence and honesty, because without this prerequisite could not be
efficient. Qur'an states in (28: 26) as follows:
It means: "One of the women said, "O my father, hire him. Indeed, the best one you can hire is
the strong and the trustworthy."(Qs. 28:26)
In Islam, the selection of employees must adhere to certain principles (Hashim, 2008). The first principle is
J ustice. According to Syed Agil (1997), Ali bin Abi Talib wrote: do not nominate them (officers) are based
on favoritism or egoism, both of these attributes reflect injustice and treachery. Second, an employee is
selected based on competence. The Individual is not to be appointed based on kinship or blood ties,
friendship, wealth, age, race, and political power or the like. Third principle is honest, both applicants and
recruiters have to be honest. Fourth, Islam prohibits the assignment of work that exceeds the capacity of
individuals. For example, the Quran says (2:233): "No person is charged with more than his capacity." This
is because individuals may not be able to perform assigned work because of the deficiency. Employers are
required to inform the truth about the jobs offered to applicants, including job requirements, criteria of the
job holder, and the compensation to be paid. This is important information to be provided to applicants so
they can evaluate and adjust the work, whether compliance with the competencies, skills, interests, and
awards.
Performance appraisal is a formal system of work in setting standards, assessing performance and providing
feedback to employees for the purpose of motivation, correction, and the continuation of their performance
(Dessler, 2008). Information obtained from the performance appraisal is used as the basis for pay and
promotion decisions. In Islam, there are rewards and punishments in this worldly life and the hereafter.
Good news and warnings from God to mankind be sent by the sources of divine revelation and His Prophet,
Quran states (18:87-88), as follows:
It means: "Say Dzulkarnain:" As for one who wrongs, we will punish him. Then he will be returned to
his Lord, and He will punish him with a terrible punishment But as for one who believes and does
righteousness, he will have a reward of Paradise, and we will speak to him from our command with
ease. "(Quran 18: 87-88)
Performance assessment is another HRM practice subject to justice. Assessors will bias is well documented.
There are nearly a dozen known phenomenon proves that supervisors assess employees likely to be
inaccurate due to a subconscious tendency. According to Ali (2005), the manager is currently difficult to
assess employees effectively. This is caused by religious considerations, personal relationships and
bureaucratic tendencies. Thus, Muslim managers should be aware that measuring performance in Islam must
take into account the concept of accountability and responsibility. Given the responsibility to assess the
employee, the manager must be equitable (fair) and care for their employees.
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Training is the process of developing quality human resources that enable them to become more productive
and contribute more to the achievement of organizational goals. According to the Qur'an, man's basic
qualification for being representative of God (Khalifatullah) on earth is to possess knowledge. Allah
Almighty says, (2:30-33): "When the angel question of Adam to the suitability of representatives, citing
God's knowledge of Adam to convince them." Two important points can be drawn from the verses of the
Qur'an. First, Adam's descendants are entitled to a position as vicegerent of Allah on earth on the basis of
knowledge. Second, they are among the children of Adam who are more deserving of vicegerents are those
pre-eminent in knowledge. Men of Knowledge surpass others, and limit the reception of admonition to those
endowed with knowledge and understanding in ranks in the presence of their Lord, and are more preferable
than others. Allah Almighty says (58:11): "Are those who know equal with those who do not know?" But
only they who are endowed with understanding keep this in mind. "Shaddid b. Aus said:" Two are the things
I remember the Prophet Muhammad (peace be upon him) has said: Verily Allah has enjoined goodness to
everything: so when you kill, kill in a good way and when you slaughter, slaughter in a good way. So every
one of you should sharpen his knife, and let the slaughtered animal die comfortably. God said to the mastery
of the job. Thus, it is an obligation for Muslims to seek knowledge with diligence and excellence in
performance gain. Muslims urged to seek knowledge from cradle to grave. The concept is to create a state of
continuous knowledge. Seeking knowledge is an obligation on individuals and employers. It is mandatory
for Muslim employees seek to serve his master well. Otherwise, employers are responsible for providing
employees the opportunity to enhance their competence. Employers make a decisions about who should
attend training organized by the employer is always subject to the employer. Superiors review the relevant
information about employee performance and recommend potential employees for training. Of course, some
employees are more fortunate than others.
Distributive justice and procedural justice are generally associated with employee compensation. Purpose of
any compensation, either directly or indirectly, is to recognize the value of employee performance and to
determine how to motivate them to work with full efficiency in the business environment is always
changing. In the early years in Muslim countries, compensation is based upon the Five Principles (Ali et al.,
2007). First, the job is a contract, so the fulfillment of the contract is an obligation for employers and
employees to meet. The Qur'an not only commanded the believers to fulfill the agreement, but also to avoid
any attempt evade agreement (7:85), "Do not withhold from people the things that have matured." Secondly,
Islam emphasizes that workers should be given adequate and fair wages for their work, keeping in view the
quality and quantity of work, their needs and requirements, as well as overall economic conditions. Ahmad
(1995) said that the Qur'an recognizes the various gradations in between working on the basis of quality and
quantity of their work (46:19). Al-Mubarak explained that some workers have special skills, while others
can do the job manually. This provides ample evidence that the wages for all workers should not be the same
in all cases (1972). Quran says (46:19) "And for all stratified according to their deeds." Third, the
compensation shall be determined in advance and wages should be paid promptly after work is completed.
The Prophet (SAW) said: "Whoever believes in Allah and the Day of J udgment, may not employ a worker,
arrived at know what he would receive. Fourth, the compensation can be either monetary or non-monetary.
Fifth, wage and compensation is based on deal previously and should be increased according to
circumstances. Ahmad added that Islam prohibits abuse by the employee's employer, who is entitled to a
mutually agreed upon wages alone (Ahmad, 1995). The Allocation anything outside the terms of wages is
one act of dishonesty or stealing both expressly prohibited. In addition, wages and compensation must be
sufficient to provide a decent life. Beekun (1991) stated that if wages are too low, individuals may not feel
motivated enough to attempt, Ahmad while on the other hand, states that a worker is entitled to a fair wage
for his work (Ahmad, 1995).
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Quran instructs that wages should be determined by consultation and mutual agreement (Qur'an 28:26-28).
Islam strictly prohibits coercion and forced labor. As narrated by Abu Hurayrah, the Prophet (SAW) has
said: "The Lord told me that I would act as a plaintiff, in the judgment against those who engage workers on
the job and takes full work from him, but did not give him the wages of (full)."At the same time, Islam
denounced slavery and give proper recognition to the dignity of workers and jobs. As narrated by Al-
Miqdam, the Prophet (SAW) has said, "Nobody ever ate better food than what has been gained through
working with his own hands."
Job satisfaction
J ob satisfaction is the result of the employee's perception of how well a person's job to give them an
important thing through his work (Luthans, 2002: 230). J ob satisfaction reflects a person's feelings toward
his work. This is evident from the positive attitude of employees towards work and everything encountered
in the work environment. J ob satisfaction is the final destination and where the work or an organization's
managerial policies are designed, they do so that employees get the maximum satisfaction of their own
needs. Each organization should monitor job satisfaction, because it will affect the level of absenteeism,
labor turnover, morale, grievances and other issues vital organization.
Organizational justice
Hoy & Tarter (2004) stated that organizational justice is not new in administration literature. Greenberg and
Baron (2003) define justice as the organization's perception of fairness in the organization, comprised of the
perception of how decisions are made, the division of outcomes and the perceived justice on those
results. According to Greenberg and Baron, there are three main approaches justice organizations; 1)
distributive justice, which focuses on how resources are distributed organization, 2) procedural justice,
which focuses on the process used to make resource allocation decisions, and 3) interactional justice, justice
focuses on interpersonal communication related to organizational procedures. Greenberg and Baron
outlining further research has revealed that some action by the organization to make fair decisions, among
which are: to say how decisions are made, providing an opportunity to correct mistakes, apply the rules and
policies consistently, and make decisions fair.
For comparison, Ali et al., (2007) in his research has identified some of the implications of Islam for ten
orders of human resource management. Most states the implications of the elements of justice and fair
manner. For example, Ali et al., Said that in hiring, the priority should be on individual qualifications,
employers have voiced disagreement with the polite, layoffs and downsizing of employees should be a last
resort to maintain the viability of the business, management must establish a process for dealing with
employee complaints, performance should be the main criteria for evaluation and management should avoid
favoritism and nepotism (Hashim, 2008).
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Research Methods
Number of samples in this study consisted of employees of the Islamic banking as much as 52 people. The
number of respondents was representative of the population of Islamic banking employees in Malang City.
Islamic banking is the object of this study is the category of Islamic commercial banks and Islamic business
unit. Collecting data used questionnaires and interview with employees and human resource department of
Islamic banking in Malang city.
The size of the data scale using 1-5 Likert scale. The grade 1 represents the opinion strongly disagree (STS)
to reflect the opinion of the value of 5 is strongly agree (SS). Instrument of research used existing instrument
developed by previous studies that have been modified by researcher.
- Quran-Based Human Resources Management Practices Instrument used the instrument developed by
Hashim (2008).
- J ob Satisfaction instrument used the job diagnostic survey instrument developed by Hackman and
Oldham (1975).
- Organizational J ustice Instruments used instrument developed by Price and Mueller (1986) on
distributive justice, Niehoff and Moorman (1993) on indicators of procedural and interactional justice.
Results
Instruments validity and reliability
The results of the research instrument testing of Quran-based human resource practices include the activities
of recruitment, selection, performance appraisal, training and development and compensation program can
be presented as the following table. In table 1 shows that all items have a very high correlation value that is
expressed as an instrument is valid. All research instruments have values of probabilities less than 1%. Test
to test the consistency of equipment reliability/research instruments used. Based on the analysis of
reliability, Quran-based human resource management practices show that the cronbach's alpha values of 14
question items showed a value of 0.934. The instrument has good levels of reliability if the value of
cronbach's alpha ranged from 0.8 to 1. While cronbach's alpha values of each indicator Quran-based
human resource management denote that the interval was range 0.6 to 0.9, it means that the instrument used
in this study is worthy of further analysis. Thus to questions used in this study are reliable and can be used as
a measurement of variables in this study. Instruments job satisfaction and organizational justice also has a
level of validity and reliability high. Thus, all the research instruments used in this study are worthy, it
means that all instrument valid and reliable.
Table 1. Test results of the research instrument
Reliability Test
Variables
Values of
Cronbach's Alpha
Evidence
Quran-based human resource management practice 0.934 Reliable
- Recruitment 0.860 Reliable
- Selection 0.838 Reliable
- Performance assessment 0.770 Reliable
- Training and Development 0.746 Reliable
- compensation 0.618 Reliable
Job satisfaction 0.790 Reliable
Justice organizations 0.903 Reliable
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Test the validity
Item Pearson correlation Sig.
Quran-b ased HRM
Recrutment1 0.706 **
Recrutment2 0.831 **
Recrutment3 0.838 **
Selection1 0.822 **
Selection2 0.725 **
Selection3 0.764 **
Performance1 0.685 **
Performance2 0.792 **
Performance3 0.722 **
Performance4 0.665 **
Training1 0.755 **
Training2 0.784 **
Compentation1 0.685 **
Compentation2 0.637 **
Job satisfaction
Jobsatisfaction1 0.894 **
Jobsatisfactio2 0.929 **
Organizational justice
Distributivejustice1 0.963 **
Distributivejustice2 0.972 **
Proceduraljustice1 0.961 **
Proceduraljustice2 0.956 **
Interactionaljustice1 0.931 **
Interactionaljustice2 0.951 **
** Correlation is significant at the 0:01 level (2-tailed)
*. Correlation is significant at the 0.05 level (2-tailed).
Sources: Primary Data Processed, 2013
Respondent perceptions on the implementation of the Quran-based human resource management
Humana resource management practices include the activities of human being in the form of recruitment, selection,
performance appraisal, training and development and compensation program. Generally, Quran-based human resource
management practices were applied by properly. Those are denoted positive responses fromemployees. More than
70% of responses stated that Quran-based human resource management practices that includes recruitment, selection,
appraisal, training and development, and compensation properly applied by Islamic banks in the city of Malang.
Table 2 shows employee perception of Islamic banking Malang. As much as 82.7% of respondents stated that Quran-
based human resource management practices have been implemented well. Compensation programhas the highest
feedback rating, 94.3% respondents. This suggests that the compensation program is administered properly
implemented in Islamic banking. Based on the results, compensation programhave been properly implemented by
Islamic banking in the city of Malang. Response which states that valuation practices applied to either work as much
as 82.7%.
Table 2. Perception of respondents
The number of responses to respond (%)
Variables Good practice is applied
with
Practices are not implemented
well
Human Resource
Management Practices
Based onEntire Quran
82.7% 17.3%
- Recruitment practices 80.6% 19.4%
- Selection Practices 75.0% 25.0%
- Practice Assessment
Work
82.7% 17.3%
- Training and
Development Practices
80.7% 19.3%
- The practice of granting
compensation
94.3% 5.7%
Sources: Primary Data Processed, 2013
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Path analysis
Data analysis was executed by AMOS 6.0 software. Path analysis was used to detect the impact of Quran-
based human resource management practices based on the rise of organizational justice. Quran-based human
resource management practices include the activities of recruitment, selection, performance appraisal,
training and development and compensation program. The role of Quran-based human resource
management practices adequate to increase organizational justice. It’s indicated by the standardized
coefficient value 0.8 at a significance level of 0.000. Positive values on the standard coefficient values
indicate the positive correlation. It means that an increase of Quran-based human resource management
practices will be able to improve fairness in the organization or organizational justice. Path analysis results
indicate that Quran-based human resource management practices can’t increase employee job satisfaction
directly. The effect of Quran-based human resource management practices on job satisfaction pointed by
standardized value of variable coefficient at 0.034 with critical value ratio or probability at 0.797. Critical
ration probability value is greater than 5%. Therefore, Quran-based human resource management practices
can’t increase job satisfaction directly. Quran-based human resource management practices can’t increase
job satisfaction directly. Those can increase job satisfaction indirectly through organizational justice
variable. Total effect Quran-based human resource management practices based on job satisfaction as much
as 0.657.
Figure 1. The results of path analysis
Discussion
Islamic banking grows rapidly in Indonesia. Number of branches and depositor fund thrive every year. The
progress has implications on the enhancement of human resource requirements in Islamic banking. Human
resource requirements are not only related to the quantity, but more important is the quality of human
resources who mastered the theory and practice of Islamic banking.
The growth of Indonesian Islamic banking was triggered by the crisis in 1997 which demonstrates the ability
of Islamic banks able to survive than conventional banking. There is a potential investor institutions of the
Middle East also prompted some banks to convert into commercial banks to open Islamic banking or Islamic
business unit. On the other hand, during J anuary 2009 Bank Indonesia has issued three regulations of Bank
Indonesia (PBI) thus providing a clear direction for Islamic banking in Indonesia. Bank Indonesia regulation
(PBI) include: 1) PBI 11/3/PBI/2009 of Islamic Banks, 2) PBI 11/10/PBI/2009 about Islamic business unit,
and 3) PBI 11/15/PBI / 2009 on changes in business activities of conventional banks into Islamic banks.
Bank Indonesia also issued a circular (SE), the BI SE 11/9/DPBs number of Islamic banks (Wijaksana and
Sakiawardani, 2009). The regulations set all lines in the Islamic banking industry which include: the
supervisory board, board of commissioners, board of directors, opening a branch office, to the financing for
the results that require close supervision. The implications of this rule are the magnitude of the human
resource needs of Islamic banking in both quantity and quality.
Quran-Based
HRM
Organizational
Justice
Job
Satisfaction
0,797**
(9,49)
0,034
(0,25)
0781**
(5,76)
** Estimate is significant at the 0.01 level
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The development of Islamic banking is creating a climate of competition both at the regional, national and
global human resources to obtain competent and professional. From the results of field observation and
discussions with the leaders of the Islamic banking branch in Malang and chairman of Asbisindo East J ava,
found that there are many professionals piracy occurs in the Islamic banking industry. In order to create
Islamic banking competitiveness through improved human resource can be done by implementing Quran-
based human resource practices.
Quran-Based HRM practices include activities in human resource management which includes activities
such as: recruitment, selection, performance appraisal, education and training, and compensation, based on
Islamic values. Islamic values in human resource management practices include: fair or justice, trustworthy,
personal piety, responsibility, competent, and honest. In Islamic religion, justice is a very important value.
God commanded to do justice to become a man of noble (the righteous) as his word in the Quran surah Al-
Maidah verse 8 (Qs. 5:8). J ustice is one of the Quran-based human resource management value. Employee
recruitment and selection practices based on the value of justice in the form of an open and fair manner,
meaning that no favoritism and nepotism. In order to ensure a sense of justice, the practice of recruitment is
done by providing the opportunity for each applicant. Not just because of blood relations, connections or
other subjective considerations. In addition, during the recruitment process do the parties are good people,
righteous and having a sense of justice. People who are good, righteous and having a sense of justice in this
case are the ones who always perform duty to God in the form properly and run praying, fasting, zakat and
other pillars of Islam. Clarity of the information needs of prospective employees with the terms and details
of the work shows the existence of openness in the recruitment process in order to obtain a competent
employee and has the talent, interest, and value is congruency between the employees. Value congruence
encourages organizational commitment of employee (Siswanto, 2011). Employees of Islamic banking will
be a professional and competent and have integrity when recruitment and selection practices can get
employees to have an understanding of Islamic values are comprehensive and consistent in carrying out
Sharia of Islam. The selection of employees based on Islamic values which should be carried out by the
Islamic banking has four main criteria which include: 1) fairness or justice, 2) were selected based on
competence rather than on blood ties, friendship, age, race, and political power, 3) the honesty, either from
the organization (recruiters) and prospective employees (recruited), and 4) Islam prohibits the assignment
that exceeds the ability of employees (Hashim, 2008).
The principle of justice is also a reference in the performance appraisal practices. Assessment of
performance in this case is a formal system in the standard-setting work, assessing performance, and aims to
provide feedback to employees in order to motivate, correct and continued good performance. J udging
performance will be able to encourage and motivate employees and increase job satisfaction during the
system assessment conducted transparently and fairly. The results showed that employee satisfaction will be
achieved with Quran-based human resource management practices through organizational justice variables.
At the time of application of human resource management without going through the justice variables in the
organization, the Quran-Based HRM can’t increase employee job satisfaction. Many studies have shown
that employees who have job satisfaction will have a labor productivity is much higher than its low
employee satisfaction (Robbins and J udge, 2008: 40). In addition, performance assessment also includes an
assessment of the behavior of employees as a good Muslim, because a good Muslim would be a good
employee (Yousef, 2000).
Islamic banking conducts training and development program to encourage the capabilities and competencies
of employees. Training and development program will make employees more productive and contribute
more to the achievement of organizational goals. Spirit in Islamic values, that Allah will exalt those who
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believe and have science (Qs. 58: 11) and human basic qualifications to be representative of God on earth
(khalifatul fil ard) is to have the knowledge (Qs. 2: 30-33). Two important things that can be drawn about
the basic qualifications to be representative of God on earth in Qs. 2: 30-33 include: 1) the descendants of
Adam are entitled to a position as vicegerent of Allah on earth because of science, and 2) among the
descendants of Adam who is more fit to be a representative of the people who superior in science. Everyone
should be look for knowledge. Employees shall be look for science to increase knowledge and skills in order
to work well and full of trust. Management of organization should provide opportunities for employees in
order to improve their competence.
Organizational justice can be classified into procedural justice, distributive justice and interactional justice.
Distributive justice focuses on how organizational resources are distributed. The emphasis on procedural
justice processes used to make resource allocation decisions. Interactional justice while giving emphasis on
interpersonal communication related to organizational procedures. Distributive justice and distributive
justice often associated with employee compensation. Compensation is a reward system provided by the
organization to recognize employee performance and as a means to motivate employees. Financial
compensation and non-financial values given should follow the fairness or justice and transparency so that
the reward system is run in accordance with its purpose. Work contract is performed by the employer
(organization) with the employee. Contract made an agreement that must be accomplished by both parties.
Your employer must give in return as agreed in the contract agreement, and must not shy away from the deal
together. Compensation given to employees must be fair and reasonable in accordance with the quantity and
quality of their work. In Islam doctrine recognizes that there are different levels of ability (gradation) of the
employee as stated in Quran (Qs. 46: 19). In this verse explicitly states that the granting of benefits in
accordance with the levels of skills and expertise provided. Equitable rewards at various levels and
employment levels are not justified in Islam. Compensation is determined in advance in Islam by mutual
consent and the reward is given after the work is completed (Qs. 28: 26-28).
Conclusions and Recommendations
Conclusion
Based on data analysis, the research of improving the competitiveness Islamic banking human resource
through the implementation Quran-based HRM concluded; 1) Implementation of Quran-based human
resource management practices have been properly implemented. Those are demonstrated in a positive
response to the practice of recruitment, selection, performance appraisal, training, and compensation, 2)
Quran-based human resource management practices could improve the fairness or justice in the
organization, 3) Quran-based human resource management practices can’t increase job satisfaction directly.
However, the practices of Quran-based human resource management can increase job satisfaction through
the organizational justice.
Recommendations and managerial implications
Human resource management practices should continue to be performed by entering the Quranic values being
able to effectively increase job satisfaction. However, the Quranic values that are implemented in human
resource management program must be kept under review in order to really touch the needs and expectations of
employees. The employee of Islamic banking has had a high critical opinion because of competition in the
banking industry. It is based on the results of the analysis indicate that Quran-based human resource management
are not able to increase job satisfaction directly, but through justice organizations. It means that Quranic values
are applied in human resource management practices must promote values of justice. A manager who
implements the human resource management practices of Islamic banking should carry out and ensure
implementation of procedural justice, distributive justice and interactional justice in order to improve employee
job satisfaction.
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