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Article
Publication date: 12 February 2018

Syed Ahmad Ali, Arif Hassan, Nurita Juhdi and Siti Salwani Razali

Despite widespread acceptance and exponential growth of Islamic banking across many countries, research indicates some critical issues that can potentially downturn this industry…

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Abstract

Purpose

Despite widespread acceptance and exponential growth of Islamic banking across many countries, research indicates some critical issues that can potentially downturn this industry. Literature suggests that like other stakeholders such as customers, some employees too have ambivalent attitude towards its concept and practices. This calls for an empirical assessment. As no such comprehensive instrument was available, this study aims to develop a scale measuring employees' attitude towards Islamic banking.

Design/methodology/approach

This scale development process begins with literature review pertinent to employees’ perspective in Islamic banking, followed by a series of steps critical to achieve robustness and to ensure validity and reliability of the instrument. Research methods include a detailed set of qualitative interviews, content validation, pilot testing and exploratory factor analysis with subsequent confirmatory factor analysis.

Findings

The final scale embodies five orthogonal dimensions: awareness of Islamic banking, usefulness of Islamic banking, perception of Shariah compliance, patronage towards Islamic banking and attractiveness towards Islamic banking.

Research limitations/implications

This instrument may be used both by research scholars and practicing managers to measure employees’ attitude towards Islamic banking system and practices. It may also serve as a diagnostic tool to identify the areas of strength and weaknesses in the Islamic banking system as perceived by the employees themselves.

Originality/value

An instrument to measure employees’ attitude towards Islamic banking system is much needed as no such comprehensive instrument is available to the best of authors’ knowledge. The study attempts to fulfil this need.

Details

International Journal of Ethics and Systems, vol. 34 no. 1
Type: Research Article
ISSN: 0828-8666

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Article
Publication date: 2 March 2015

Nurita Juhdi, Fatimah Pa'wan and Rammilah Hansaram

The purpose of this paper is to determine key competencies used by organizations in identifying high potential employees. It also seeks to examine practices and programs to manage…

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Abstract

Purpose

The purpose of this paper is to determine key competencies used by organizations in identifying high potential employees. It also seeks to examine practices and programs to manage such employees and finally to identify problems encountered in the development programs.

Design/methodology/approach

The respondents of the study were HR practitioners. Convenient sampling was used and the respondents answered survey forms that were sent out using regular mails and e-mails. As a result, 237 forms were generated and used for analyses. In order to test construct validity, factor analyses were performed and mean values of each variable were also used for interpretations.

Findings

Employers put highest emphasis on employees who were customer service oriented. Three major competences were identified – results-oriented character, interpersonal competence and technical competence/flexibility. The most common method to identify potential was performance appraisal by immediate superiors. The most common method to develop high potential employees was job enlargement and the most common problem in the development programs was in dealing with those who had personal and work-life balance.

Practical implications

Performance appraisal done by immediate supervisor may not be the best method to gauge future performance and should be coupled with performance review or discussion with the superiors. Job experience is still effective in developing potential. Specific policies that help employees to balance personal and work life are important in development programs.

Originality/value

The responses from the HR practitioners shed some lights on what major competences are important in identifying potential that can be used in talent management.

Details

Journal of Management Development, vol. 34 no. 2
Type: Research Article
ISSN: 0262-1711

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