the effect of islamic work ethics, organizational …ath-thabrani). then the 7ndy originator said;...

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International Journal of Civil Engineering and Technology (IJCIET)

Volume 9, Issue 10, October 2018, pp. 1084–1102, Article ID: IJCIET_09_10_109

Available online at http://www.iaeme.com/ijciet/issues.asp?JType=IJCIET&VType=9&IType=10

ISSN Print: 0976-6308 and ISSN Online: 0976-6316

©IAEME Publication Scopus Indexed

THE EFFECT OF ISLAMIC WORK ETHICS,

ORGANIZATIONAL CULTURE, AND TOTAL

QUALITY MANAGEMENT TOWARD CHANGES

IN ORGANIZATIONAL ATTITUDES WITH

ORGANIZATIONAL COMMITMENT AS AN

INTERVENING VARIABLE

Anwar Adnalin, Sri Rahayu, M. T. Daulay, Saimara A.M. Sebayang, E. Wakhyuni,

Yanti R. Lubis, Elfitra D. Surya, Rusiadi, Yossie Rossanty, and M.D.T. P. Nasution

Department of Management

Universitas Pembangunan Panca Budi, Medan, Indonesia

ABSTRACT

Universitas Pembangunan Panca Budi is an educational organization that

continually innovates to maintain management quality. Organizational members are

the object of attention from top management to encourage service quality through the

implementation of total quality management (TQM). Employees will commit to the

organization because of the application of work ethics to become an organizational

culture. Since its inception, Universitas Pembangunan Panca Budi (UNPAB) has

guidelines that refer to Islamic values listed in the Panca Budi Charter, “Mutiara

Hikmah” and Seven Foundation (7NDY). Islamic work ethics, Organizational Culture,

and TQM, have the relationship to organizational commitment and changes in

organizational members' attitudes. The short-term objective of this study is to analyze

the effect of the application of Islamic Work Ethics, Organizational Culture and TQM

on Organizational Commitments and Changes in Organizational Attitudes. The

research population is all employees in Universitas Pembangunan Panca Budi using

Cluster Random Sampling method. Data Analysis that was using the descriptive

Statistic and Path Analysis. The results of this study have found that the variables of

Islamic Work Ethics, Organizational Culture, and TQM have a positive and

significant effect on Organizational Commitments and Changes in Organizational

Attitudes. On the contrary, it does not have a positive and significant influence on

changes in organizational attitudes through organizational commitment.

Key words: Islamic, Work Ethics, Organizational, Culture, Total Quality

Management, Commitment, Changes, Attitudes.

The Effect of Islamic Work Ethics, Organizational Culture, and Total Quality Management Toward

Changes in Organizational Attitudes with Organizational Commitment as an Intervening Variable


Cite this Article: Anwar Adnalin, Sri Rahayu, M. T. Daulay, Saimara A.M. Sebayang,

E. Wakhyuni, Yanti R. Lubis, Elfitra D. Surya, Rusiadi, Yossie Rossanty, and M.D.T.

P. Nasution, The Effect of Islamic Work Ethics, Organizational Culture, and Total

Quality Management Toward Changes in Organizational Attitudes with

Organizational Commitment as an Intervening Variable, International Journal of Civil

Engineering and Technology (IJCIET) 9(10), 2018, pp. 1084–1102.

http://www.iaeme.com/IJCIET/issues.asp?JType=IJCIET&VType=9&IType=10

1. INTRODUCTION

Changes in individual attitudes are a process of moving from current conditions to future

conditions [1][2]. Often the process of changing work attitudes is based on values, rules, a

new organizational structure, maybe also losing position [1]–[3].

When humans realize the progress of business causes humans to be excluded from

humanistic values [4] , then this is where work ethics is in the spotlight. As an example of the

case of the Enron, Arthur Anderson, Worldcom mega-scandal, Global Crossing has given

great attention to the public that no matter how good and professional the management of the

company is if it is not based on a good work ethic, there will be "manipulation and

vandalism." [5]–[8]

Work ethics as a code of ethics about morality and virtue in work that must be guided by

everyone in order to work well [9] [10].What about Islamic work ethics? Islamic work ethics

encompasses a range of business activities in various forms that highlight ways of obtaining

assets and utilizing the property following halal and haram rules [10]–[12]. In Islamic Shari'a,

work ethics is morality based on Islamic values in carrying out business with full confidence

that business is something that is good and right [2], [10]–[13].What about organizational

culture?

In his report Lako (2004) cited by [14]. He explained organizational culture including the

system of values, beliefs, and habits in an organization that interacts with the formal system

structure to produce norms of organizational behavior [15]–[17] . The culture that is formed

in the organization will generate a strong commitment to the company, and a commitment is

formed through the implementation of values [18] For example, respecting others, working

passionately and having high social solidarity. Organizational commitment is the condition of

employees who are interested in the goals, values, and goals of the organization that will have

an impact on the best results for the organization [19][20].

In this regard, quality management is based on the participation of human resources aimed

at the long-term success of the organization [6], [14], [21]. In practice, management provides

opportunities for employees to have innovative performance, participate in decision making

[22] , that is the spirit of Total Quality Management [23].

The results of preliminary observations had obtained information that before 2006 the

concept of relative Islamic work ethics had not been clearly defined [10], [12], [13], [24].The

observations also found the attitude of employees who did not care about their performance

and productivity and tended not to risk work [25]–[27] [14].

2. LITERATURE REVIEW

2.1. Islamic Work Ethics

Islamic work ethics contains the main elements which we state as shari'ah instructions [13]

[14]. This case implies that any work should be done as well as possible to support personal

life, family, and people who need help. Work that contains values like this in the view of

Islam is comparable to the obligatory amaliyah value [12] [2]. The actions of individuals who

Anwar Adnalin, Sri Rahayu, M. T. Daulay, Saimara A.M. Sebayang, E. Wakhyuni, Yanti R. Lubis,

Elfitra D. Surya, Rusiadi, Yossie Rossanty, and M.D.T. P. Nasution


have a particular profession or field of work then prioritize the profession and field of work

rather than amaliyah sunnah . With a note, the workers must have the spirit and motivation to

worship. Also, workers do not abandon the acts of worship which are necessary conditions

[14] [26] [28] .

2.2. Organizational Culture

Organizational culture reflects the state of feeling of employees and their ability to create

exemplary, trustworthy, values, and expectations [15].

2.3. Total Quality Management

As a form of integrated effort to achieve competitive advantage is continuous improvement in

every aspect of the organization (Evans and Lindsay, 2012 cited by [14] .

2.4. Organization Commitment

As a form of attitude is often defined as (a) the desire to remain a member in the organization,

(b) the willingness to enhance the level of business for the benefit of the organization, (c)

confidently believe and accept the values and goals of the organization [3], [14], [29]

2.5. Attitude to the Organization

Changes in attitude towards the organization reflect the diversification of organizational

change. This organizational change means the act of switching an organization from its

current condition to future conditions under the wishes and goals of the organization to

achieve effectiveness and efficiency [1], [25], [30]–[32]

3. RESEARCH METHODS

This study aims to measure the relationship between Islamic work ethics, organizational

culture and total quality management towards Changes in Organizational Attitudes and

organizational commitment. The benefits of the research results are as a matter of

consideration, input, offering concepts of thought and insight of UNPAB leaders in the

formulation of strategic policies. The study was based at Universitas Pembangunan Panca

Budi, Jl Jendral Gatot Subroto Km 4.5 Medan North Sumatra Indonesia. The study population

includes all UNPAB employees, while the number of samples specified is 67 respondents

obtained from the calculation using Slovin formula [33] .

4. RESULTS & DISCUSSION

4.1. Results

Description of UNPAB

In 1956 the Foundation of Prof. Dr. H Kadirun Yahya had established a Metaphysical College

and subsequently on December 19, 1961, the Metaphysical College had changed to

Universitas Pembangunan Panca Bud (UNPAB). The establishment of UNPAB has made

values as a basis for reference, guidelines in thinking, acting and acting. Values are

academically inspired identities formulated in the "Panca Budi Charter," namely:

Serve God Almighty

Serve the State

Serve the Archipelago

Serve the Nation




Serve the World and the Community

Then described in "Mutiara Hikmah" as a working guide, namely Mutiara Hikmah

Worship like the Prophet or Messenger

Principles (in life) as a servant

Serve (mentally) as a warrior

Fight (in perseverance and fortitude) as a soldier

Work (in development) as the owner

On September 3, 2009, the successor formulated Islamic values as a code of conduct for

members of the YPDKY environment in the form of "Seven Foundation Fundamental

Values" (7NDY), namely:

7 Foundation Fundamentals

Maintain the purity of the belief in monotheism and implement the Shari'a (prayer,

remembrance, etc.,)

Gratitude, joy and not complaining.

Humility; simple, as is, forgiving, not offended and not angry

Think positively, have good prejudice and are not gossiping

Do good, change and become an inspiration

Empathize and provide solutions; not criticize or criticize

Comply with leaders and obey regulations

7NDY originator advised; "That 7NDY is a tool to get to know the noble character in the

Qur'an and Hadith. For that 7NDY is for us to remember and carry out in order to win the

pleasure of Allah SWT. The Messenger of Allāh: said: "Whoever complains about the

difficulties of his life as if complaining about his Lord. Whoever is sad for the affairs of the

world, means he has become a person who is angry with Allah SWT. Whoever is inferior to

the rich because of his wealth, then two-thirds of his religion is gone (HR. Ath-Thabrani).

Then the 7NDY originator said; "Why should we implement these values ...

For us to be happy because happy people will build everything because people who are

unhappy destroy everything

For us to be more comfortable surrounded by people like that (running those seven values),

our teamwork is more effective and more productive

For the promises of Islam, the promises of Allah and His Messenger are realized for us

For us to be Rahmatan lil „alamin, khairu ummah and khalifatullah fil ardh

In order for us to obtain His pleasure; because of all that is the command of Allah and His

Messenger that we must do.




Source: UNPAB HR Bureau, 2015.

Figure 1 Development of UNPAB Values in 1961 to 2017

UNPAB Vision and Mission

UNPAB Vision; Being a leading religious-based private university in developing science and

technology that is beneficial for the benefit of the ummah. For facilitate understanding of

UNPAB's vision, it is shortened to TRIK, namely:

LEADING College

Based on RELIGIOUS

Develop Science and Technology

Beneficial for the PROSPERITY of the Ummah

The mission of UNPAB is called FIVE M namely:

Serve following the Panca Budi charter; to God Almighty, Country, Nusa, Nation, and World

Develop science and technology based on the Qur'an and Hadith

Educate the life of the nation by exploring useful sources of knowledge in the field of science

and technology and IMTAQ

Carry out education, research, and dedication to the Nation and State whose quality can

compete nationally and internationally like devotion to Allah SWT and carry out the functions

of leadership, the community both heart and hand above in realizing the happiness of human

life in the dimensions of the world and the hereafter

Conserve natural resources and the environment and life by Islamic law.

Description of Respondent Characteristics

Table 1 Description of Respondent Characteristics

No Description Frequency (F) Percentage (%)

Gender

1 Male 55 83

2 Female 12 18

Total 67 100

Age

1 16 – 19 years 0 0

2 20 – 29 years 10 15

3 30 – 40 years 19 29




4 41 – 50 years 30 45

5 >50 years 8 12

Total 67 100

Level of Education

1 High School 40 60

2 Diploma 3 (D3) 5 8

3 Graduate 22 33

Total 67 100

Working period

1 1 – 2 years 7 11

2 3 - 5 years 10 15

3 6 – 9 years 15 23

4 >10 years 35 53

Total 67 100

Description of Research Variables

Validity test

Variable of Islamic work ethics (X1) consists of 17 questions,

Variable of Organizational culture (X2) consists of 21 questions.

Variable of TQM (X3) consists of 18 questions

Variable of Organizational commitment (Y1) consists of 24 questions

Variable of Changes in Organizational Attitudes (Y2) consists of 18 questions

All question items from each variable are valid, and all coefficient values are greater than

0.30.

Reliability Test

Table 2 Results of Reliability Test

Variables Cronbach’s

Alpha Requirement Conclusion

X1 .747 ≥ .60

Reliable

X2 .751 ≥ .60

X3 .755 ≥ .60

Y1 .761 ≥ .60

Y2 759 ≥ .60

Simultaneous Test

Table 3 Islamic Work Ethics toward Organizational Commitment.

ANOVA

Model Sum of Squares df Mean Square F Sig.

Regression 4360.916 1 4360.916 36.067 .000a

Residual 7859.352 65 120.913

Total 12220.269 66

a. Predictors: (Constant), Islamic work ethics

b. Dependent Variable: organizational commitment

The test results shown in the table above explain that Islamic work ethics has a positive

and significant effect on organizational commitment. Thus, the proposed hypothesis was

proven and accepted.




Table 4 Organizational Culture toward Organizational Commitment

ANOVA

Model

Sum of

Squares df Mean Square F Sig.

Regression 1548.088 1 1548.088 9.429 .003a

Residual 10672.181 65 164.187

Total 12220.269 66

a. Predictors: (Constant), Organizational Culture


The test results shown in the table above show that organizational culture has a positive

and significant effect on organizational commitment. Thus, the proposed hypothesis was


Table 5 Total Quality Management toward Organizational commitment

ANOVA

Model Sum of Squares df Mean Square F Sig.

Regression 6366.375 1 6366.375 70.690 .000a

Residual 5853.893 65 90.060

Total 12220.269 66

a. Predictors: (Constant), TQM


The test results shown in the table above show that TQM has a positive and significant

effect on organizational commitment.

Table 6 Islamic work ethics Towards Changes in Organizational Attitudes

ANOVA

Model

Sum of


Regression 861.080 1 861.080 6.777 .011a

Residual 8258.323 65 127.051

Total 9119.403 66


b. Dependent Variable: Changes in Organizational Attitudes

The test results shown in the table above show that Islamic work ethics has a positive and

significant effect on Changes in Organizational Attitudes. Thus, the proposed hypothesis was





Table 7 Organizational culture toward Changes in Organizational Attitudes

ANOVA

Model

Sum of


Regression .740 1 .740 .005 .942a

Residual 9118.663 65 140.287

Total 9119.403 66

a. Predictors: (Constant), organizational

culture


The test results shown in the table above show that organizational culture has a significant

positive effect on Changes in Organizational Attitudes. Thus, the proposed hypothesis was


Table 8 TQM toward Changes in Organizational Attitudes

ANOVA

Model

Sum of


Regression 2107.100 1 2107.100 19.532 .000a

Residual 7012.303 65 107.882

Total 9119.403 66



The test results shown in the table above show that TQM has a positive and significant

effect on Changes in Organizational Attitudes. Thus, the proposed hypothesis was proven and

accepted.

Partial Significant Test (T-Test)

Table 9 Islamic work ethics toward Organizational commitment

Coefficients

Model

Unstandardized

Coefficients

Standardized

Coefficients

t Sig. B Std. Error Beta

(Constant) 10.261 15.151 .677 .501

Islamic work

ethics 1.224 .204 .597 6.006 .000

a. Dependent Variable: organizational

commitment

The partial test results shown in the table above show that Islamic work ethics has a

positive and significant effect on organizational commitment.




Table 10 Organizational culture toward Organizational commitment

Coefficients

Model

Unstandardized

Coefficients

Standardized

Coefficients


(Constant) 56.836 14.434 3.938 .000

organizational

culture .499 .163 .356 3.071 .003


commitment

The partial test results shown in the table above show that organizational culture has a

positive and significant effect on organizational commitment.

Table 11 TQM toward Organizational commitment

Coefficients

Model

Unstandardized

Coefficients

Standardized

Coefficients


(Constant) .052 12.050 .004 .997

TQM 1.306 .155 .722 8.408 .000


commitment.

The partial test results shown in the table above show that TQM has a positive and

significant effect on organizational commitment.

Table 12 Islamic work ethics toward Changes in Organizational Attitudes

Coefficients

Model

Unstandardized

Coefficients

Standardized

Coefficients


(Constant) 30.368 15.531 1.955 .055

Islamic work

ethics .544 .209 .307 2.603 .011

a. Dependent Variable: Changes in

Organizational Attitudes

The partial test results shown in the table above show that Islamic work ethics has a

positive and significant effect on Changes in Organizational Attitudes




Table 13 Organizational culture toward Changes in Organizational Attitudes

The partial test results shown in the table above show that organizational culture has a

positive and insignificant effect on Changes in Organizational Attitudes.

Table 14 Total Quality Management toward Changes in Organizational Attitudes

Coefficients

Model

Unstandardized

Coefficients

Standardized

Coefficients


(Constant) 12.626 13.188 .957 .342

TQM .752 .170 .481 4.419 .000



The partial test results shown in the table above show that TQM has a positive and

significant effect on Changes in Organizational Attitudes.

Table 15 Changes in Organizational Attitudes toward Organizational commitment

Coefficients

Model

Unstandardized

Coefficients

Standardized

Coefficients

T Sig. B Std. Error Beta

(Constant) 59.402 8.859 6.706 .000

Changes in

Organizational

Attitudes

.587 .124 .507 4.747 .000

a. Dependent Variable: organizational commitment

The partial test results shown in the table above show that Changes in Organizational

Attitudes has a positive and significant effect on organizational commitment.

Coefficients

Model

Unstandardized

Coefficients

Standardized

Coefficients


(Constant) 69.679 13.342 5.223 .000

organizational

culture .011 .150 .009 .073 .942






Path Analysis

Determination Test

Table 16 Islamic work ethics toward Organizational Commitment

Model Summary

Model R R Square

Adjusted R

Square

Std. Error of the

Estimate

.597a .357 .347 10.99605


Interpretation of Islamic works ethics toward Organizational commitment.

Coefficients

Model

Unstandardized

Coefficients

Standardized

Coefficients


(Constant) 10.261 15.151 .677 .501

Islamic work ethics 1.224 .204 .597 6.006 .000

a. Dependent Variable: Organizational commitment

Determination Test

Table 17 Islamic work ethics toward Changes in Organizational Attitudes through Organizational

commitment

Model Summary

Model R R Square

Adjusted R

Square

Std. Error of the

Estimate

1 .507a .257 .234 10.28595

a. Predictors: (Constant), Organizational commitment, Islamic work

ethics

Interpretation of Islamic work ethics toward Changes in Organizational Attitudes through

Organizational commitment

Coefficients

Model

Unstandardized

Coefficients

Standardized

Coefficients


(Constant) 25.904 14.223 1.821 .073

Islamic work ethics .011 .238 .006 .048 .962

Organizational

commitment .435 .116 .504 3.749 .000

a. Dependent Variable: Changes in Organizational

Attitudes




Path analysis of Islamic work ethics toward Changes in Organizational Attitudes through

Organizational Commitments above shows that Islamic work ethics can directly influence

Changes in Organizational Attitudes and indirectly influence organizational commitment.

Determination Test

Table 18 Organizational culture toward Organizational commitment

Model Summary

Model R R Square

Adjusted R

Square

Std. Error of the

Estimate

.356a .127 .113 12.81356

a. Predictors: (Constant), Organizational culture

Interpretation of Organizational culture toward Organizational commitment

Coefficients

Model

Unstandardized

Coefficients

Standardized

Coefficients


(Constant) 56.836 14.434 3.938 .000

Organizational

culture .499 .163 .356 3.071 .003

a. Dependent Variable: Organizational

commitment

Determination Test

Table 19 Organizational Culture toward Changes in Organizational Attitudes through Organizational

Commitment

Model Summary

Model R R Square

Adjusted R

Square

Std. Error of the

Estimate

.540a .291 .269 10.04991

a. Predictors: (Constant), organizational culture, Organizational commitment

Interpretation of Organizational culture toward Changes in Organizational Attitudes

through Organizational commitment




Coefficients

Model

Unstandardized

Coefficients

Standardized

Coefficients


(Constant) 41.332 12.599 3.281 .002

Organizational

commitment .499 .097 .577 5.127 .000

organizational culture -.238 .136 -.196 -1.745 .086

a. Dependent Variable: Changes in Organizational Attitudes.

Path analysis Organizational culture toward Changes in Organizational Attitudes through

Organizational Commitments above shows that organizational culture can directly influence

Changes in Organizational Attitudes and indirectly influence organizational commitment.

Determination Test

Table 20 TQM toward Organizational commitment

Model Summary

Model R R Square

Adjusted R

Square

Std. Error of the

Estimate

.722a .521 .514 9.48999


Interpretation of TQM toward Organizational commitment

Coefficients

Model

Unstandardized

Coefficients

Standardized

Coefficients


(Constant) .052 12.050 .004 .997

TQM 1.306 .155 .722 8.408 .000

a. Dependent Variable: Organizational

commitment




Determination Test

Table 21 TQM toward Changes in Organizational Attitudes through Organizational commitment

Model Summary

Model R R Square Adjusted R

Square

Std. Error of the

Estimate

.534a .285 .262 10.09498

a. Predictors: (Constant), Organizational commitment , TQM

Interpretation of TQM toward Changes in Organizational Attitudes through

Organizational commitment

Coefficients

Model

Unstandardized

Coefficients

Standardized

Coefficients


(Constant) 12.611 12.818 .984 .329

TQM .374 .239 .239 1.564 .123

Organizational

commitment .289 .132 .335 2.193 .032

a. Dependent Variable: Changes in Organizational

Attitudes

Path analysis of TQM Affects Changes in Organizational Attitudes through

Organizational Commitments above shows that TQM has a direct effect on Changes in

Organizational Attitudes and indirectly influences organizational commitment (intervening

variables).

4.2. Discussion

Direct Influence of Islamic work ethics (X1) on Organizational commitment (Y1)

Islamic Work Ethics toward Organizational Commitment shows that F-count is 36.067 while

F-table is 3.98 shown at α = 0.05 (F-table). Significant probability is smaller than 0.05 that is

0.000 < 0.05, and then the regression model can be concluded that Islamic work ethics has a

positive and significant effect on organizational commitment. Hypothesis: Accept Ha (Reject

Ho) then the hypothesis is accepted.

Direct Influence of Islamic work ethics (X1) toward Change in Organizational Attitude

(Y2)

Islamic Work Ethics toward Changes in Organizational Attitudes shows that F-count is 6.777

while F-table of 3.98 is shown at α = 0.05 (F-table). Significant probability is smaller than

0.05, which is 0.000 < 0.05, so the regression model can be concluded that Islamic work




ethics has a positive and significant effect on Changes in Organizational Attitudes.

Hypothesis: Accept Ha (Reject Ho) then the hypothesis is accepted.

Direct Influence of Organizational Culture (X2) on Organizational Commitment (Y2)

Organizational culture on Organizational commitment shows that F-count is 9.429 while F-

table is 3.98 is shown at α = 0.05 (F-table). Significant probability is much smaller than 0.05

that is 0.000 < 0.05; then the regression model can be concluded that organizational culture

has a positive and significant effect on organizational commitment. Hypothesis: Accept Ha

(Reject Ho) then the hypothesis is accepted.

Direct Influence of Organizational Culture (X2) on Changes in Attitude of Organizations

(Y2)

Organizational Culture toward Changes in Organizational Attitudes shows that F-count is

0.005 while F-table is 3.98 is shown at α = 0.05 (seen in F-table). Significant probability is

much smaller than 0.05, i.e., 0.000 < 0.05, so the regression model can be concluded that

organizational culture has a positive and significant effect on Changes in Organizational

Attitudes. Hypothesis: Accept Ha (Reject Ho) then the hypothesis is accepted.

Direct Influence of TQM (X3) on Organizational Commitment (Y1)

Total Quality Management toward Organizational Commitment above can be seen that F-

count is 70.690 while F-table is 3.98 which can be seen at α = 0.05 (seen in F-table).

Significant probability is much smaller than 0.05 that is 0.000 < 0.05, and then the regression

model can be told that in this study, TQM has a positive and significant effect on

organizational commitment. Hypothesis: Accept Ha (reject Ho) then the hypothesis is

accepted.

Direct Influence of TQM (X3) on Changes in Organizational Attitudes (Y2).

Total Quality Management toward Changes in Organizational Attitudes above can be seen

that F-count is 19.532 while F-table is 3.98 which can be seen at α = 0.05 (seen in F-table).

Significant probability is much smaller than 0.05, i.e., 0.000 < 0.05, so the regression model

can be told that in this study, total quality management has a positive and significant effect on

Changes in Organizational Attitudes. Then the previous hypothesis is: Accept Ha (reject Ho)

or accepted the hypothesis.

Direct Influence of Changes in Organizational Attitudes (Y2) on Organizational

Commitment (Y1)

Partial Test

Changes in Organizational Attitudes on Organizational Commitment can be seen in t-count of

4.747 while t-table is 1.66864 and significant at 0.000, so that t-count 4.747 > t-table 1.66864

and significant 0.000 < 0.05, then Ha is accepted and Ho is rejected, which stated Changes in

Organizational Attitudes partially influences organizational commitment.

Direct Influence of Islamic work ethics (X1) on Changes in Organizational Attitudes (Y2)

Through Organizational Commitment (Y1)

The results of path analysis show that Islamic work ethics can influence directly to Changes in

Organizational Attitudes and can also have an indirect effect, from Islamic work ethics to

organizational commitment and Changes in Organizational Attitudes. The amount of direct

influence is 0.006 where the magnitude of the indirect effect must be calculated by

multiplying the indirect coefficient, namely (0.597) x (0.504) = 0.300 or the total effect of

Islamic work ethics to Changes in Organizational Attitudes = 0.006+(0.597 x 0.504) = 0.306.

Because the value (P2 x P3 <P1) then organizational commitment does not function as an

intervening variable.




Direct Influence of Organizational Culture (X2) on Changes in Organizational Attitudes

(Y2) Through Organizational Commitment (Y1)

The results of path analysis show that organizational culture can have a direct effect on

Changes in Organizational Attitudes and can also indirectly influence Changes in

Organizational Attitudes towards organizational commitment and then to Changes in

Organizational Attitudes. The amount of direct influence is 0.196 while the magnitude of the

indirect effect must be calculated by multiplying the indirect coefficient, namely (0.356) x

(0.577) = 0.206 or the total influence of organizational culture to Changes in Organizational

Attitudes = 0.196 + (0.356 x 0.577) = 0.402. Because the value (P2 x P3 < P1) then

organizational commitment does not function as an intervening variable.

Direct Influence of TQM (X3) toward Changes in Organizational Attitudes (Y2) Through

Organizational Commitment (Y1)

The results of path analysis indicate that TQM can have an immediate effect on Changes in

Organizational Attitudes and can also indirectly influence the TQM to organizational

commitment and then to Changes in Organizational Attitudes. The amount of direct influence

is 0.239 while the magnitude of the indirect effect must be calculated by multiplying the

indirect coefficient, namely (0.722) x (0.335) = 0.242 or the total effect of TQM to Changes

in Organizational Attitudes = 0.239+(0.722 x 0.335) = 0.481. Because the value (P2 x P3 < P1)

then organizational commitment does not function as an intervening variable

5. CONCLUSIONS AND SUGGESTIONS

5.1. Conclusions

Based on the results of data analysis, it can be concluded as follows:

Islamic work ethics has a positive and significant effect on organizational commitment.

Therefore the hypothesis is accepted.

Islamic work ethics has a positive and significant effect on Changes in Organizational

Attitudes. Therefore the hypothesis is accepted.

Organizational culture has a positive and significant effect on organizational commitment.

Then the hypothesis is accepted.

Organizational culture has a positive and significant effect on Changes in Organizational

Attitudes. Thus the hypothesis is accepted.

TQM has a positive and significant effect on organizational commitment. Therefore the

hypothesis is accepted.

TQM has a positive and significant effect on Changes in Organizational Attitudes. Therefore

the hypothesis is accepted.

Changes in Organizational Attitudes have a partial effect on organizational commitment.

Therefore the hypothesis is accepted.

The results of path analysis show that Islamic work ethics can have a direct effect on Changes

in Organizational Attitudes but indirectly influence through organizational commitment, so

organizational commitment does not function as an intervening variable.

The results of path analysis show that organizational culture can have a direct effect on

Changes in Organizational Attitudes and can indirectly influence organizational commitment,

so organizational commitment does not function as an intervening variable.




The results of path analysis show that TQM can directly influence Changes in Organizational

Attitudes and can indirectly influence organizational commitment, so organizational

commitment does not function as an intervening variable.

5.2. Suggestion

The results of data analysis, discussion, and conclusions, the researcher gives some

suggestions, as follows;

UNPAB employees have a high understanding of the variable Islamic work ethics which is

that work is beneficial for themselves and others, work must use the best abilities and the

primacy of justice in work.

UNPAB employees have a high understanding of organizational commitment variables, which

are part of the family for employees, employees are happy to boast of UNPAB and employees

feel that they are the life support.

UNPAB employees have a high understanding of the variable changes in employee attitudes

that it is about employees supporting new ideas, employees want the hope of changes in the

workplace and employees to benefit from changes so that this understanding needs to be

maintained.

In order for UNPAB management to integrate 7NDY values in the strategic plan formulation

so that it can encourage employee commitment and Changes in Organizational Attitudes.

The subject of this study was limited only to UNPAB employees, for functional personnel not

examined. The results of this study would be better if the research respondents were

multiplied by including lecturers as respondents or conducted at more than one institution in

YPDKY environment.

Further research to add other variables that affect performance, productivity and

organizational image.

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