“Impact of Islamic work values on in-role performance: Perspective from Muslim employee in Indonesia”

Religious values are contemporary issues associated with employees’ behavior in orga- nizations, especially from the Islamic human resource (HR) management view. To ad-dress this issue, this study analyzed the influence of Islamic work values on engagement, job satisfaction, organizational commitment, and in-role performance of Muslim employees. Considering the potential spread of COVID-19, primary data was collected by distributing online questionnaire via emails and social media to 283 respondents in Makassar City, Indonesia, who fulfilled the predetermined sampling criterion. PLS- SEM was employed to check the measurement and structural models of the SmartPLS 3.0 program. It was revealed that Islamic work values have a significant influence on engagement and job satisfaction and in contrast, insignificant on organizational commitment and employee in-role performance. In addition, a significant interrelationship between the 4 endogenous variables was confirmed, namely engagement, job satisfaction, organizational commitment, and in-role performance. Furthermore, it was found that several constructs mediate the correlation between Islamic values and in-role performance. The findings are essential to provide theoretical enrichment for future studies pertaining to the measured Islamic values and HR behavior. Practically, managers are capable to devise and select the most appropriate HR strategies for Muslim employee in a particular organization.


INTRODUCTION
Human resource management (HRM) has evolved through numerous stages ranging from prior obligatory jobs to personnel and contemporary management. Throughout the years, the understanding of Islam and its relationship with different management practices has been massively enhanced although the universal concepts and acceptance of human nature vary according to their specific faith, culture, and tradition (Wahab & Masron, 2020). One of the frequently adopted constructs is the Islamic work values (IWV), defined as a personality attitude that gives birth to a deep belief that an individual's means of livelihood is not only to glorify oneself, rather, it is perceived as a manifestation of righteous deeds and is highly regarded (Wahab & Masron, 2020). Considering that religious values are such a burgeoning issue, companies are deemed to incorporate and promote the spiritual aspects even though the system is rationally operationalized (Asutay et al., 2021). Interestingly, related studies have been carried out in Islamic countries, thereby driving organizations and management practices towards the framework of their internal faith (Mellahi & Budhwar, 2010).
The existing literature reveals that Islamic work values (IWV) are presently regarded as a fundamental topic in Islam research (Mohammad et al., 2015) and some studies have assessed the influence of IWV on HR behavior. Farid et al. (2017) claimed a positive effect of IWV on the engagement of healthcare employees in Pakistan. Likewise, Asutay et al. (2021), Gheitani et al. (2019), and Yousef (2001) also discovered that IWV significantly affects job satisfaction and organizational commitment in different business contexts. In Indonesia, inquiries by Hayati and Caniago (2012) and Miswanto et al. (2020) confirmed the importance of IWV on improving employee performance. Hence, it can be stated that an individual who trusts Islam and implements its values is more committed and satisfied with an organization and is likely to show better job performance.
In spite of its influential role, the preliminary studies have not particularly analyzed the existing gap between Islamic management theory and practices on behalf of the IWV and its impact on HR behavior, creating an empirical gap that needs to be verified (Miles, 2017). In addition, Gheitani et al. (2019) contend that IWV studies mainly focus on the normative aspects of the management, and the Islamic economy and banking topics consistently received the greatest coverage. As a result, understanding its potential role in determining HR behavior is still in the elementary stages. Therefore, to promote Islamic teachings and ensure it is accessible and widely learned for work-related aspects, the paper aims to empirically investigate the relationship between IWVs, employee engagement (ENG), job satisfaction (JS), organizational commitment (OC), and in-role performance (IRP). Moreover, the current study examines whether ENG, JS, and OC mediate the relationship between IWV and IRP. This study is essential to theoretically implicate the Islamic management field as it adapted the newest core items of IWV created by Wahab and Masron (2020). It may stimulate potential future studies. From a practical perspective, managers can refer to the novel IWV items as a foundation to improve employee engagement, satisfaction, commitment, and in-role performance.

Islamic work value (IWV)
The IWV is an essential aspect of a person's faith (belief) based on the Quran, the Prophet's words, and acts that have brought dignity and virtue to work (Ali & Al-Owaihan, 2008). Similarly, it might be claimed that the IWV's prominent premise is that all human beings are obligated to perform positive rather than negative actions. Islamic values include morality, where all activities are per their ethics because this religion fails to recognize the dichotomy between mundane and religious affairs (Wahab & Masron, 2020). The subsequent value is competition, which involves the need or ability to fairly and honestly compete with other employees as well as rely on the intention of fastabiqul khoirot (a race to achieve virtue) (Razimi et al., 2014). The IWV is an inclination that forms and influences the engagement and participation of its adherents at workplaces (Rana & Malik, 2016). It views labor as a way to promote own interests financially, socially, and psychologically, as well as to maintain one's reputation, improve societal welfare, and confirm the beliefs (Ali, 2010). Moreover, it improves performance, for instance, work is interpreted as an elaboration of aqidah, a charity based on knowledge, or by imitating divine attributes (Budhwar & Mellahi, 2010). Consequently, being productive at work based on religious understanding and responsibility is one of Muslims' characteristic personalities as they do not work to solely get paid or maintain their prestige.
Many studies examined the effect of IWV on employee behavior. The most popular one is Yousef (2001) who investigated its moderating impact on the relationship between organizational commitment and job satisfaction. The study analyzed the data from more than 400 Muslim employees in the United Arab Emirates (UAE) and revealed that IWV directly affects organizational commitment and job satisfaction and moderates the connection between these 2 constructs. Similarly, Gheitani et al.  Hayati and Caniago (2012) investigated the relationship between IWV and job performance and found a significant relationship between these constructs. Hence, the Islamic values need to be examined because it is related to the spiritual aspect of existence, which reflects the faith or Islamic aqidah regarding labor based on revelation and reason (Syed & Ali, 2010).

Employee engagement (ENG)
Employee engagement is an appointment that offers employees the opportunity to influence managerial decision-making at a certain level through the exchange of knowledge and experiences (Rich et al., 2010). In Islam, it promotes employees to be proactive in strategy formulation or planning and empowers their willingness to pursue an organizational vision continuously and constructively (Rana & Malik, 2016). Margaretha et al. (2021) analyzed the effect of employee engagement on organizational commitment. The study used data obtained from 322 lecturers who are employed in various universities in Indonesia. It was shown that there is a significant relationship between these 2 constructs, supporting Saks (2006) and Salanova et al. (2005). In contrast, Rameshkumar (2020) reported that employee engagement barely affects organizational commitment in India. In addition, regarding its influence on in-role performance, Anitha (2014), Hamid and Ashoer (2021), and Kim et al. (2013) confirmed that employee engagement positively and significantly affects employee performance.

Job satisfaction (JS)
Job satisfaction is perceived as a way to motivate proper human behavior in organizations (Malik, 2018). According to Spector (1997), job satisfaction is one's emotions concerning various aspects of the job. Conversely, DeCenzo et al.

Organizational commitment (OC)
The notion of commitment refers to the preference of social activists to exude their vitality in terms of expressing loyalty or emotional attachment to the system or organization, regardless of the utility value of these relationships (Lindawati & Wulani, 2021). Zeuch (2016) described it as personal ownership and dependence on an organization, or loyalty to organizational goals recognizing and accepting its values. Therefore, through organizational commitment, employees perceive the organization as its representative and desire to join. Yousef

Mediation role of ENG, JS, and OC
Islamic values are an important element of a personality; therefore, organizations can motivate people to perform better using such values (Wahab & Masron, 2020). The process of self-actualization of pure Islam requires a proportional social growth (maslaha ammah) via self-correction (tazkiyatu nafs) (Mellahi & Budhwar, 2010). As a result, employees who possess high spirituality and work ethic and receive support from their employers are resistant to challenges and possess good attitudes. However, through literature review and demonstration of the relationship between various variables, it was discovered that employee engagement, job satisfaction, and organizational commitment play a mediating function ( Yousef, 2000). To enrich theories as suggested by Khan et al. (2010), it is interesting to examine whether they can mediate the relationship between IWV and in-role performance.

AIMS AND HYPOTHESES
Following the literature review, this study aims to investigate the influence of IWV on employee engagement, job satisfaction, organizational commitment, and in-role performance of Muslim employees in Indonesia. Subsequently, to provide novel findings, it also analyzed the potential mediation effect of employee engagement, job satisfaction, and organizational commitment on the direct relationship between IWV and in-role performance. The proposed conceptual framework is portrayed in Figure 1.
The study thus proposes the following hypotheses: H1: IWV has a significant influence on employee engagement.
H2: IWV has a significant influence on job satisfaction.
H3: IWV has a significant influence on organizational commitment.
H4: IWV has a significant influence on in-role performance.
H5: Employee engagement has a significant influence on organizational commitment.
H6: Employee engagement has a significant influence on in-role performance.
H7: Job satisfaction has a significant influence on organizational commitment.
H8: Job satisfaction has a significant influence on in-role performance.
H9: Organizational commitment has a significant influence on in-role performance.
H10a: Employee engagement mediates the relationship between IWV and in-role performance.
H10b: Job satisfaction mediates the relationship between IWV and in-role performance.
H10c: Organizational commitment mediates the relationship between IWV and in-role performance.

Sampling and data collection
This study focuses on all Muslim employees in Makassar city, Indonesia, which is a secular constitution and institutional framework. Due to the excessively large number, purposive sampling, which In-Role Performance was considered the most appropriate technique, was adopted (Sreejesh et al., 2014). In more detail, the purposive homogeneous sample was preferred because the respondents had similar characteristics, namely, they were all Muslim employees. Accurate results were obtained based on several criteria such as (1) permanent employees (not contract), (2) having at least 3 years of work experience, (3) have not changed the place of work. Therefore, these criteria are crucial to obtain a sample following the problems that need to be resolved in this study.
The study used an online questionnaire; it was adopted to minimize the spread of the COVID-19 pandemic. Another technical reason was to provide broad access to the respondents in Makassar city at an affordable cost, ease of use, and time efficiency (Evans & Mathur, 2005). An online questionnaire using Google Forms was provided and distributed through emails and social media, such as WhatsApp and Facebook. The primary data were collected during 2 months (January-February 2021); 329 responses were obtained and put in the e-form database. However, 46 of them were denied during the validation procedure due to the failure to meet the stipulated sampling requirements, filling out the profile data, and e-questionnaire haphazardly. Consequently, 283 responses were obtained. The possible justification behind this high rate was the use of an online questionnaire as an alternative to help respondents in filling out the forms at home.

Data analysis
The study adopted a PLS-SEM analysis technique. In social science studies, SEM is used to create the measurements of an idea or aspect that is typically employed and calculate its impact empirically (Rigdon et al., 2017). Furthermore, this instrument is also used to test the mediating influence between the variables. Its analysis is divided into 2 parts, namely measurement and structural models (Shmueli et al., 2019). The measurement model checks the validity and reliability of data analyzed, as well as assesses the significance between variables.

Construct measurement
This study measured 5 constructs, and the questionnaire that covered IWV was adapted from the qualitative study carried out by Wahab

Measurement or outer model assessment
The study assessed the research model testing the indicator loadings and values greater than 0.708 were recommended (Hair et al., 2019). Based on the results, all measurement items have a value greater than 0.7. Therefore, they were declared valid and reliable in terms of measuring the variables. Next, the paper assessed the reliability of internal consistency by referring to the Composite Reliability (CR) and Cronbach's alpha (CA), where higher values normally mean absolute reliability. For instance, a value between 0.60 and 0.70 is regarded as "acceptable in the exploratory study", while those between 0.70 and 0.90 are "satisfactory to good" (Rigdon et al., 2017). According to the results, all variables had CR and CA values greater than 0.7. Therefore, they were assumed to fulfill the relia-bility requirements. The third step involves testing the convergent validity of each construct measure, and the study used Average Variance Extracted (AVE) for all items. A satisfactory AVE of 0.50 or higher shows that a construct defines a minimum of 50% of the item variance. Based on the output, all values acquired were greater than 0.5, therefore the AVE was confirmed. The paper also assessed discriminant validity, namely the degree to which a construct empirically differs from others. It was based on 2 criteria, namely Fornell-Larcker and cross-loadings. In Fornell-Larcker, the AVE square root is compared with the correlation of the latent variables. According to the results, AVE roots for all constructs and the loading factors of all measurement items were more significant compared to the quadratic correlation with the other variables. Therefore, the discriminant valid criteria were fulfilled.  Figure 2.  H1, H2, H3, and H4 were used to predict the influence of IWV on 4 dependent constructs. The analysis shows that it significantly influences ENG (β = 0.398, t-value = 4.189, p < 0.000), JS (β = 0.358, t-value = 3.691, p < 0.000), and OC (β = 0.175, t-value = 1.326, p < 0.186), as well as insignificantly affects IRP (β = 0.111, t-value = 0.933, p < 0.352). Therefore, H1, H2, and H3 were supported and H4 was rejected. Furthermore, H5 and H6 postulated the associations between ENG and the 2 dependent variables. The findings showed that ENG has a significant and positive effect on OC (β = 0.325, t-value = 2.708, p < 0.007), and IRP (β = 0.390, t-value = 3.786, p < 0.000), which supports H5 and H6. Subsequently, H7 and H8 predicted the influence of JS on 2 dependent constructs, where the output revealed that it has a significant effect on OC (β = 0.326, t-value = 3.747, p < 0.000), and IRP (β = 0.414, t-value = 4.313, p < 0.000), thereby H7 and H8 are confirmed. Moreover, H9 investigated the influence between OC and IRP, resulting in a significant effect (β = 0.375, t-value = 4.167, p < 0.000). Therefore, H9 was confirmed. Finally, H10a, H10b, and H10c analyzed the indirect influence on the relationship between IWV and IRP. The output showed that 3 mediators namely ENG Note: standardized coefficients are reported. * p < 0.05, *** p < 0.001. In-Role Performance (β = 0.250, t-value = 2.475, p < 0.014), JS (β = 0.219, t-value = 2.047, p < 0.042), and OC (β = 0.248, t-value = 2.756, p < 0.006) fully mediates the main effect, therefore, H10a, H10b, and H10c were supported. The outcomes of the hypothesized relationships testing the direct and indirect influence are summarized in Table 5.

DISCUSSION
The outcomes obtained explain the different influences of IWV, which was mediated by several constructs, and its justification rests on the Muslim employees' background in Makassar city. First, its significant influence on ENG and JS is supported by Gheitani et al. (2019) and Yousef (2001). These positive results indicate that supporters of Islamic work ethics are more determined and pleased with their work. However, values such as mujahadah (hardworking) cause them to be responsible and develop trust. Another teaching is sidq (truthfulness), where employees strive to optimize resources in realizing a positive influence on themselves and organizations. In addition, these positive attitudes offer several benefits, e.g. hardworking, loyalty, devotion, creativeness, partnership, and unbiased competitiveness in the workplace. They are maintained by developing human resource programs in line with Islamic values without having to sacrifice the company's main vision and mission.
In contrast to previous studies, the influence of IWV on OC and IRP is insignificant. This is because there is no harmony between the Islamic values adopted by employees and the organizational vision or mission, even though Muslims are highly committed to their jobs. Another reason is the background of the respondents' companies, which are divided into several sectors such as banking or technology (ICT), which have not been considered crucial and do not need to be brought to the surface. Moreover, this is certainly problematic because it influences the achievement of employees' core performances. Therefore, minimizing the negative influence was carried out through engagement. Employees who keep work ethics tend to be more loyal to their organizations because in Islam this attribute is a virtue.  Hayati and Caniago (2012). Accordingly, loyal employees execute their core performance in the company and increase their concern for organizational success and development.
Finally, it was discovered that the 3 moderator variables (ENG, JS, and OC) perfectly mediate the insignificant relationship between IWV and IRP. These results indicate that the completion of the main duties or work responsibilities carried out by employees is highly dependent on employee engagement, satisfaction, and organizational commitment.

CONCLUSION
The study proved that IWV directly has a positive and significant impact on employee engagement and job satisfaction. Conversely, it has an insignificant effect on organizational commitment and in-role performance. Furthermore, the results showed a significant relationship between 4 endogenous variables, namely employee engagement, job satisfaction, organizational commitment, and in-role performance. Finally, employee engagement, job satisfaction, and organizational commitment significantly mediate the relationship between IWV and in-role performance. Based on the results, this study has some practical implications that need to be adopted by the company's management to improve their employees' in-role performance through Islamic values. First, the findings confirmed that IWV significantly affects employee engagement and job satisfaction; this benefits managers because attributes such as honesty or hard work certainly influence organizational climate positively. Considering the insignificant relationship between IWV and in-role performance, the company needs to create more roles and opportunities for employees to actualize their dreams, both individually and organizationally. In addition, policymakers and experts are also permitted to use these findings to support IWV, which as the main instrument is highly respected. Islamic organizations, in particular, need to help companies reduce ideological clashes between individuals and companies, which often have a negative influence on employee productivity. Managers are expected to introduce Islamic values and work directions through training programs to increase IWE levels among employees. Therefore, their core performance is expected to be high as studies across many major management streams discovered that employee values are aligned with that of the organization.
Although this study adhered to scientific principles and rules, its results and implications are still figurative and need to be viewed with due regard to the subsequent boundaries. Foremost, these conclusions are difficult to generalize because they contain only one general characteristic that is relatively similar to Islam and Muslim employees. Future studies are expected to broaden the respondents' demographics by involving other regions and countries to investigate this topic further. Second, the established direct relationship between IWE and in-role performance is insignificant, which tends to encourage future studies to analyze this issue. Third, further studies need to reuse or develop the IWV core items to obtain accurate results from various points of view. Finally, given the limitations in this theoretical model, future studies need to consider mediators or moderators that are popular and relevant to the current pandemic conditions, such as attitudes or knowledge about COVID-19 and work from home behavior.