Vol.4, No.07, July 2023

E-ISSN: 2723-6692

P-ISSN: 2723-6595

http://jiss.publikasiindonesia.id/

Jurnal Indonesia Sosial Sains, Vol. 4, No. 07, July 2023 581

The Influence of Islamic Work Ethics and Islamic Leadership

on Organizational Commitment and Performance of

Government Employees (Study on the Makassar City

Cleanliness Task Force)

Arifin Idrus

, Azrin bin MD Latip

Mariana Tenreng

Sekolah Tinggi Ilmu Ekonomi Makassar Bongaya

Universiti Pendidikan Sultan Idris Malaysia

Universitas Tangerang Raya

Email: arifin.idrus@stiem-bongaya.ac.id, nor.azrin@fpe.upsi.edu.my, mariana.t@untara.ac.id

Corresponding Author: [email protected].id

ARTICLE INFO

ABSTRACT

Keywords: Islamic work ethics,

Islamic leadership,

organizational commitment,

employee performance

This study aims to confirm the influence of Islamic work ethics and

Islamic leadership on organizational commitment and performance

of cleaning employees in the Muslim-majority city of Makassar by

using 274 employees as a sample. The results of the WarpPLS 7.0

analysis provide evidence that Islamic work ethics is partially

proven to increase organizational commitment, but Islamic

leadership cannot have a meaningful influence on organizational

commitment. Islamic work ethics and Islamic leadership make a real

contribution to performance improvement. The role of

organizational commitment as an intervening variable proved not

strong in mediating in explaining the influence of Islamic work

ethics and Islamic leadership on the performance of Makassar City

cleaning employees.

Attribution-ShareAlike 4.0 International (CC BY-SA 4.0)

1. Introduction

Islam pays very high attention to cleanliness, both physical (physical) and spiritual (soul)

cleanliness that cannot be separated from one another. A Muslim who performs worship is

obliged to cleanse his body and spirit first. A person performing Salat is required to always be

clean physically (physically) and spiritually (soul). Physically clean (physical) such as clean body,

clothing, and place of prayer (environment), while clean spiritually (soul) such as clean from

shirk, and spiteful (Quran, 87:14-17).

The practice of cleanliness in Islam is the hope of the community in line with the goals of the

Makassar City government which wants to make Makassar a World City, so cleanliness plays a

strategic role in supporting this desire. Support this desire, it requires the involvement and

concern of all stakeholders (community, government and investors). The Makassar city

government as the owner of power is required to go the extra mile by improving work attitudes

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that determine employee behavior and performance. High-performing organizations have a

special concern about detecting the work attitudes of their employees. Employee work attitudes

include work ethic, motivation, leadership and job satisfaction as well as organizational

commitment.

Empirical phenomena show that Makassar City with a population of ± 1.6 million people

produces waste as much as 1,200 tons/day or equivalent to 1,088,622 consisting of organic

waste and plastic waste with the number of cleaning personnel ± 4,500 people directly

supervised by the cleaning task force in 15 sub-districts in the city of Makassar. This condition

shows that on average each janitor the burden of garbage is ± 242 kilograms/day.

The high workload of cleaners is not supported by sophisticated work equipment, that in

general cleaners only rely on simple work equipment with low service rewards but it turns out

that in 2015 Makassar City won the Adipura Buana Award in 2015 and Adipura Kirana in 2016.

This achievement is increasing because in 2017 Makassar City managed to make a new history

by winning awards simultaneously obtaining two prestigious awards from the Ministry of

Environment and Forestry of the Republic of Indonesia, namely the Adipura Cup and Adiwiyata

Mandiri. Then still in 2017 Makassar City received an award from the ASEAN Working Group on

Environmentally Sustainable City (AWGESC) for the Clean Land category

(https://www.makassarkota.go.id, 2018).

The award in the field of city cleanliness was obtained in the era of the current Mayor's

leadership which in the previous era was not that high in achievement, the role of leaders in

directing and controlling city hygiene activities, organizational needs for leaders who have a

leadership style that is in accordance with the demands of today's urban dynamics, leaders who

are able to overcome cleanliness and environmental problems are seen as able to advance the

city. It is not only the leader's problem that is a priority in its implementation, but more than

that is how the leader's ability to have the ability to lead in the context of the environment and

cleanliness of the city.

The authenticity (Originality) of this study is shown in the limited number of people who

analyze the influence of Islamic work ethics, and Islamic leadership on employee performance

by placing organizational commitment as an intervening variable which in previous studies was

carried out separately.

A. Literature review

1. Islamic work ethic

High individual performance is also determined by the ability of individuals to recognize

ethical work attitudes and work attitudes that are contrary to work ethics, that work ethics have

been used in the implementation of professional duties that aim to ensure work professionalism,

the same thing happens in the community service sector, employees in carrying out their duties

face a dilemmatic situation, which is in addition to having to obey the leader of the workplace

must face demands The community to always provide excellent and honest service (fairness) so

that on several occasions ethical violations occur. Ethical violations can take the form of publicity,

objectivity of opinion, independence, relationships with colleagues (D. a Yousef, 2008)

Employees as state apparatuses in carrying out their work must also be guided by ethics that

have been determined by their religion. One of the ethics based on religion is the Islamic work

ethic. The concept of Islamic work ethics (IWE) derived from the Qur'an and the words and deeds

of the Prophet Muhammad (Al-Hadith), the Prophet said that work done with hard work causes

sins to be forgiven and that no one eats better food than the food produced by his work (Quran,

9:105). Islamic work ethics is proven to improve the results of work implementation (Mohammad

et al., 2018) These findings have similarities with other research results that Islamic work ethic

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significantly affects lecturer performance (Sudiro, Troena, & Rofiq, 2017).

Employee commitment is influenced by many factors (Abbasi, Rehman, & Bibi, 2011) Some

previous researchers found that work ethic in addition to influencing performance, work ethic

also significantly affects organizational commitment, the statement is evidenced in the results of

the meta-analysis, that Islamic work ethic affects organizational commitment, (Muhammad Shakil,

2011) The Islamic work ethic directly influences organizational commitment (D. a Yousef, 2008).

Employees at different levels give different perceptions of Islamic work ethics which

ultimately show different dimensions of organizational commitment, employees with a high

perception of Islamic work ethics tend to develop affective commitment and employees with a

lower perception of Islamic work ethics will be more likely to show normative commitment as

well as the overall employee perception of Islamic work ethic exerts a significant influence.

dominance of the organization is shown through continuous commitment (Yunus, Mazlan, Rahim,

& Shabuddin, 2012) The influence of Islamic work ethics on organizational commitment can be

proven that Islamic work ethic has a significant influence on organizational commitment.

Employees who work based on work ethic have a high commitment to their organization. The

Islamic work ethic is one of the comprehensive factors, which is very important to create stability

and fairness in the organization (Marri, M. Y. K. , Sadozai, A. M. , Zaman, H. M. F. , Yousufzai, M. I. , &

Ramay, 2012)

Hypothesis 1a

There is a positive relationship between

employees' Islamic work ethic and organizational

commitment

Hypothesis 1b

There is a positive relationship between

employees' Islamic work ethic and employee

performance

2. Islamic Leadership

Self-involvement in work to improve the welfare of society collectively through the

dissemination of all that is good. Leaders are expected to contribute to creating a just, welfare-

oriented society, free from discrimination, exploitation, and oppression is a manifestation of

Islamic leadership (Patel, Salih, & Hamlin, 2018)

Empirical evidence shows that Islamic leadership is proven to increase the desire of followers

to work harder and better so that the work of followers can be completed properly (Patel et al.,

2018) Islamic leadership was found to have a significant positive relationship with leader

innovation and perceptions of leader effectiveness (Loi, Lam, Ngo, & Cheong, 2015) Islamic

leadership plays a very large role and has a strong influence on the practice of leadership

principles and followers (Sainsbury & Wood, 1977) Islamic leadership has a significant effect on

employee performance in an Islamic perspective (Hakim, 2012).

Hypothesis 2a

There is a positive relationship between Islamic

leadership and organizational commitment

Hypothesis 2b

There is a positive relationship between Islamic

leadership and employee performance

3. Organizational commitment

Work-related attitudes are not only caused by leadership, but there are other variable

influences such as organizational commitment, employee commitment to the organization can

be seen as an important contributor to organizational survival and organizational performance.

Employees with organizational commitment can be shown by their desire to remain members of

the organization (Afanas’ev, Fedorenko, & Stesmans, 2004).

Organizational commitment characterized by affective commitment and normative

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commitment is proven to increase job satisfaction, while not for sustainability commitment, in

other tests affective commitment is not able to improve nurse performance, while normative

commitment and sustainability commitment and job satisfaction are predictors of performance

((Tsai, Cheng, & Chang, 2010)(Dinc, Kuzey, & Steta, 2018) (Dinc et al., 2018).

A study conducted by (D. A. Yousef, 2017) places job satisfaction as a predictor of

organizational commitment. Job satisfaction and employee commitment have a positive effect on

employee performance (Authors, 2014) Organizational commitment is not significant to employee

performance, while job satisfaction is proven as a predictor of employee performance (Authors,

2014)

High employee organizational commitment will usually increase high performance and at the

same time can reduce absenteeism rates and vice versa if an employee has a low level of

commitment then his performance is also low (Kim, Shin, Vough, Hewlin, & Vandenberghe, 2018)

Employees with high affective commitment are proven to have high individual performance (Kim

et al., 2018).

Job satisfaction is proven to have a significant influence on employee performance, and

organizational commitment has a significant effect on employee performance ((Atmojo, 2012)

Organizational commitment has a significant effect on performance ((Danaeifar, 2016) Pham et al.

2016; (Kaynak, Toklu, Elci, & Toklu, 2016)).

Other researchers analyzed the dimensions of organizational commitment in explaining

employee performance, that organizational commitment on the work team dimension, affective

commitment and normative commitment had a significant effect on individual performance,

while organizational commitment on the dimension of sustainability commitment (continuance

commitment) had no significant effect on employee performance (Dhurup, Surujlal, & Mutamba,

2016). These results have similarities with other studies, that all dimensions of organizational

commitment have no significant effect on manager performance (Dasrita, Tanjung, &; Basri,

2015).

Hypothesis 3

There is a positive relationship between organizational

commitment and employee performance

4. Performance

The performance of an employee is an individual thing, because each employee has a different

level of ability in doing their duties. Management can measure employees for their performance

based on the performance of each employee. Performance is an action, not an event. The

performance action itself consists of many components and is not a result that can be seen at a

moment's notice. Basically, performance is something that is individual, because each employee

has a different level of ability in doing their duties. Performance depends on a combination of

ability, effort, and opportunity gained. This means that performance is the result of employee

work in working for a certain period of time and the emphasis is on the work completed by

employees in a certain period of time (Timpe, 1993: 3). Individual performance can also be called

job performance, work outcome, task performance (Baron and Greenberg, 1990: 21), which is an

achievement is a record of the results obtained from certain job functions or certain activities

over a certain period of time (Bernardin and Russel, 1993: 152).

The increasing number of Muslims and occupying important positions (leaders) in America

is one of the reasons Moayedi (2009) to analyze work ethics and Islamic leadership which shows

that organizational commitment is proven to mediate in explaining the relationship between

Islamic leadership and employee performance. Other evidence, such as that conducted by

Chandraningtyas et al. (2012) shows that organizational commitment can act as a mediating

variable in analyzing the contribution of work motivation to employee performance, that to

improve performance it is still necessary to increase organizational motivation and commitment

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by providing stimuli to employees.

Hypothesis 4a

There is a positive relationship between employees' Islamic

work ethic and employee performance mediated by

organizational commitment

Hypothesis 4b

There is a positive relationship between Islamic leadership and

employee performance mediated by organizational

commitment

2. Materials and Methods

The study of work values in Islam is very relevant to cleaning employees in Makassar City

which is predominantly Muslim so this study only uses employees who are Muslim as a

population of 871 and by using Slovin obtained a sample of 274 employees as research

respondents.

The application of Islamic work ethics is used to reflect how much religious contribution

employees display at work, which can be demonstrated through several characteristics,

including; (1) Al-Shalah or good and beneficial, (2) Al-Itqan or steadiness, (3) Al-Ihsan or doing

the best and better, (4) Al-Mujahadah or hard work optimally, (5) Tanafus and Ta'awun or

competing and helping each other, and (6) Observing the value of favors (Tasmara, 2002;

Hafidhuddin & Tanjung, 2003). On the other hand, Islamic leadership is measured by; (1) Shiddiq

(honest), (2) Amanah (responsibility), (3) Fathonah (intelligent), (4) Tabligh (ability to convey

) (Hakim, 2007). For organizational commitment constructs are used, namely; (1) Individual

identification of the organization, (2) Involvement, (3) Warmth, (4) Willingness to display effort,

and (5) Desire to remain within the organization (Mowday et al., 1979). Employee performance

is measured using individual performance constructs, consisting of: (1) Quality, (2) Quantity, (3)

Timeliness, (4) Cost Effective, (5) Need for Supervisor, and (6) Interpersonal Import, (Bernardin

&; Russel, 1993: 119).

Respondents

Characteristics of respondents consist of: gender, age, length of service and the last education

possessed by respondents in carrying out their work activities can be shown as follows:

Table 1. Participants

Participants Profile

Gender

- Male

182

66,4

- Female

33,6

Martial status

- Married

208

75,9

- Single

24,1

Years

- 22 - 28

7,6

- 29 - 35

17,5

- 36 - 42

27,0

- 43 - 49

22,3

- 50 – 56

25,6

Job tenure

- 1 – 7

33,6

- 8 – 14

115

42,0

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- 15 – 21

15,3

- 22 – 28

7,6

- > 29

1,5

Educational level

- Senior High School

22,6

- Associate’s Degree

9,8

- Bachelor

163

59,5

- Magister

8,1

Total

274

100%

Table 1. Showing that male respondents dominate, which is 182 (66.4%), this condition

explains that to arrange the cleanliness of the city, men are more needed because physically they

have the required work stamina and have the ability to manage their work time which can be

done at any time according to organizational needs. On the other hand, they are generally

married (75.9%) so that in some jobs that must be completed they have the opportunity to be

hampered due to their status as heads of families, but because they have a mature age of 36 – 42

years (27.0%) so that with good self-control skills they can carry out their work well. This

condition can be seen in their high commitment to the agency, that they have worked for a period

of 8-14 years (42.0%) and with the provision of undergraduate education they have coupled with

their work experience, the implementation of work can be done well.

3. Results and Discussions

Convergent Validity

Convergent Validity in combined loading and cross-loadings tests explains that if the

construct value > 0.60, then the construct is declared to meet.

Table 2. Combined loadings and cross-loadings

Langkah

PERF

value

IW_A

(0.816)

<0.001

IW_B

(0.809)

<0.001

IW_C

(0.760)

<0.001

IW_D

(0.840)

<0.001

IW_E

(0.791)

<0.001

IW_F

(0.772)

<0.001

IL_A

(0.869)

<0.001

IL_B

(0.959)

<0.001

IL_C

(0.951)

<0.001

IL_D

(0.878)

<0.001

OC_A

(0.768)

<0.001

OC_B

(0.879)

<0.001

OC_C

(0.844)

<0.001

OC_D

(0.888)

<0.001

OC_E

(0.809)

<0.001

PERF_A

(0.870)

<0.001

PERF_B

(0.863)

<0.001

PERF_C

(0.865)

<0.001

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PERF_D

(0.848)

<0.001

PERF_E

(0.858)

<0.001

PERF_F

(0.860)

<0.001

The test results show that the entire construct has a value of >0.60 with a probability value

of < 0.05 so that the validity of the reflective construct is declared fulfilled.

Discriminant Validity

Correlation between variables aims to identify modeling whether there is a close

relationship between analysis variables, the greater the correlation value, the more it proves if

the modeling and causality to be tested the better. Discriminant Validity on reflective constructs

can be seen in cross loadings. The discriminant validity test can also be seen from the square root

value of AVE. The criterion that must be met is that the square root of AVE must be higher than

the correlation between latent variables in the same column (above or below) (Ghozali and

Latan, 2015).

Table 3. Correlations among l.vs. with sq. rts. of AVEs

Measures

PERF

value

(0.798)

<0.001

(0.915)

<0.001

(0.839)

<0.001

PERF

(0.861)

<0.001

The correlation value of the observation variable is at > 0.60 with a p-value < 0.05, so it can

be stated if each variable has a strong and real relationship and meets the requirements for

discriminant validity.

Construct Reliability

The construct reliability of the analyst variable is shown in the value of composite reliability

and Cronbach's alpha > 0.70, so the construct used is considered reliable in explaining the

observation variable.

Table 4. Latent variable coefficient

Measure

PERF

R-squared

0.870

0.841

Adj. R-squared

0.869

0.839

Composite Reliability

0.913

0.954

0.922

0.945

Cronbach Alpha

0.886

0.935

0.894

0.930

Avg.Var. Extract

0.637

0.837

0.704

0.741

Q-Squared

0.870

0.844

Q-squared values for Islamic work ethic (IWE), and Islamic leadership (IL) for

Organizational commitment (OC) = 0.870 and IWE, IL, and OC for Employee performance (PERF)

= 0.841. Q-squared values greater than zero, namely OC = 0.870 and PERF = 0.844, indicating that

this research model has good predictive validity. Based on these results, it can be explained if

direct effect modeling in this study is lower in contribution than indirect effect, that the research

model will be better if supported by Organizational commitment (OC). In construct reliability, it

is found that the overall value of composite reliability and Cronbach alpha > 0.70 (Ghozali and

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Latan, 2015). So that it can be stated that with this reliability, it triggers the high contribution of

each exogenous and indirect effect on endogenous.

Direct Contribution

Direct effect testing on exogenous contribution to endogenous is used to explain research

hypotheses that can be demonstrated by structural modeling, as follows:

Figure 1. Structural model

Direct effect testing shows causality between exogenous to endogenous variables, the

explanation of these results can be shown in the following table:

Table 5. Direct effect

Exgenous

(Intervening)

Endogenous

Path Coefficient

p-value

➔

0.899

<0.001

➔

0.039

0.256

➔

PERF

0.363

0.043

➔

PERF

0.414

0.028

➔

PERF

0.469

<0.001

Direct effect testing provides evidence that one in five hypotheses is rejected (p-value >

0.05) while four of them are accepted.

Indirect effect

In indirect effect testing, evidence of causality built into the model that is also otherwise

rejected for it is shown in the following table:

Table 6. Indirect effect

Exgenous

(Intervening)

Endogenous

Path Coefficient

p-value

➔

PERF

0.421

<0.001

➔

PERF

0.018

0.333

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There is one intervening causality that can make a real contribution, while another is stated

to have no real impact. To determine the intervening effect can be done using the Variance

Accounted For (VAF) method which is a measure of how much the intervening variable is able to

absorb the previously significant direct influence of the model without intervening.

Table 7. Calculation of the VAF method

Indirect effect

IW ➔ OC ➔ PERF

0.421

IL ➔ OC ➔ PERF

0.018

Direct effect

IW ➔ OC

0.899

IL ➔ OC

0.039

IW ➔ PERF

0.363

IL ➔ PERF

0.114

OC ➔ PERF

0.469

Total effect

IW ➔ OC ➔ PERF

0.705

IL ➔ OC ➔ PERF

0.107

VAF = Indirect / Total effect

VAF = IW (0.421 / 0.705)

0.597

VAF = IL (0.018 / 0.107)

0.168

VAF calculation to examine the effect of organizational commitment (OC) variables as an

intervening between Islamic work ethics on employee performance (PERF) = 0.597 or 59.70%,

and OC as an intervening between Islamic leadership on PERF = 0.168 or 16.80%, so it can be

concluded that the organizational commitment (OC) variable has a partial mediation effect,

because it has a VAF value between 20%-80% falls into the category of partial mediation (Hair

et al., 2014).

Fit Indices and P-values

One of the advantages of Warp-PLS 7.0 software is the Output Model Fit Indices and p-

values, this output displays three fit indicators, namely Average Path Coefficients (APC), Average

R-squared (ARS), and Average Variance Inflation Factor (AVIF). Here are the results of the Output

Model of Fit Indices and P- values in this study:

Table 8. General SEM Analysis Result

Measurement

p-value

Average path coefficient (APC)

=0.377, P<0.001

Average R-squared (ARS)

=0.855, P<0.001

Average adjusted R-squared (AARS)

=0.854, P<0.001

The APC, ARS, and AARS values are in accordance with the model criteria in WarpPLS, this

is because having a p-value = < 0.05, means that these criteria make a meaningful contribution

to modeling.

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1. Islamic work ethic and Organizational Commitment

Employee understanding of Islamic work ethics is characterized by employee stability at

work as evidenced by tolerant behavior at work, that employees are willing to give in to other

colleagues in completing a job, employees view if the work that is their workload is the result of

job collectivity so that giving in and not being selfish is one of the reasons for creating a good

work ethic. This condition has an impact on the high intensity of the organization to try to

evaluate the needs of employees at work. The statement is indicated by Path coefficients value =

0.394 which means positive and p-value = 0.001 < 0.05. That the higher the practice of Islamic

work ethics, the higher the commitment shown by employees, the statement supports H1a that

there is a positive relationship between employees' Islamic work ethic and organizational

commitment. This research is relevant to previous research evidence that Islamic work ethics

positively affects organizational commitment and professional organizations work diligently to

establish a code of ethics to help employees to understand and manage ethical responsibilities

(Yousef, D. A., 2001; Othman et al.,2004; Marri, M. Y. K., et al., 2012).

1. Islamic work ethics and Employee Performance

The meaning of ethics underlies the meaning of morals, namely the essential qualities of

employees. Ethics or ethics means character, decency, attitude, personality, customs, and beliefs

in doing something. Employees view the actions or activities they show at work as good because

they are in line with the rules set by Allah SWT. The influence of Islamic work ethics on employee

performance can be shown in the path coefficient 0.148 which is marked positively, that the

better the Islamic work ethic shown, the higher the performance produced by employees (p =

0.020 < 0..05) so that H1b there is a positive relationship between employees' Islamic work ethics

and employee performance proven acceptable. The acceptance of this hypothesis is evidenced in

the habit of employees at work always striving to maintain the feelings of colleagues and

superiors and the hard work done accompanied by responsibility for the high work of employees

so that the completion of work can be done on time and the ability to use the budget

proportionally. Research confirms previous findings that to improve individual performance,

Islamic work ethics are a better solution to use (Kumar, N., &; Rose, R. C., 2010; Ahmad, M. S.,

2011; Hayati, K., &; Caniago, I., 2012).

2. Islamic leadership and Organizational commitment

Islamic leadership practices among employees have been carried out well, proven in the

Path coefficients value marked positive = 0.099 and shown through leaders who can set a good

example (Fathonah, that leaders are wise in carrying out their duties and are able to be wise to

subordinates. However, in its implementation, leaders who lead fathonah are unable to increase

employee commitment p-vaule = 0.085 > 0.05 which is indicated by the low involvement of

subordinates in the decision-making process and the lack of participation of subordinates in

supporting extra activities, the statement rejects H2a that there is a positive relationship

between Islamic leadership and organizational commitment. This study is relevant to the

findings of Hayati & Caniago (2012) that Islamic leadership makes a real contribution in

increasing organizational commitment.

3. Islamic leadership and employee performance

Islamic leadership is proven to increase the desire of followers to work harder and better

so that the work of followers can be completed properly. The statement was confirmed to

respondents, that the honesty shown by superiors resulted in no abuse of authority and position

and job manipulation, so that followers felt happy when they were close to superiors. Leaders

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can set a good example at work so that it has an impact on the desire of employees to work even

with limited financial support and high self-awareness of followers to produce quality work even

with limited time given in completing work p-vaule = 0.020 < 0.05. The statement rejects H2B

that there is a positive relationship between Islamic leadership and employee performance.

Empirical evidence shows that Islamic leadership is proven to increase followers' desire to work

harder and better so that followers' work can be completed well, that Islamic leadership is found

to have a significant positive relationship with leader innovation and perception of leader

effectiveness (Galanou &; Farrag, 2015; (Patel et al., 2018). Islamic leadership plays a very large

role and has a strong influence on the practice of leadership principles and followers (Sainsbury

& Wood, 1977) Islamic leadership has a significant effect on employee performance in an Islamic

perspective (Hakim, 2012)

4. Organizational commitment and employee performance

Employee commitment to the organization can be seen as an important contributor to the

survival of the organization and the performance of the organization. Employees with

organizational commitment can be demonstrated by their desire to remain a member of the

organization. High organizational commitment to employees is a reflection that they are satisfied

with what they feel in the organization where they work, employees who have high commitment

will be able to work with their colleagues which in the end the achievement of employee

performance will be high. At the value of path coefficient = 0.334 with p-value = 0.001 < 0.05.

This explains that agencies that are able to increase employee commitment through the ability

to fulfill employee desires will certainly be able to improve their performance at work which is

reflected through the ability of employees who always streamline costs in completing their work.

This study successfully proved H5 that there is a positive relationship between organizational

commitment and employee performance. The results of this study are relevant to the findings of

several previous researchers, that high individual commitment has an impact on increasing

individual performance ((Tsai, Cheng, & Chang, 2010)(Atmojo, 2012) Pham et al., 2016 ; (Kaynak,

Toklu, Elci, & Toklu, 2016)(Dhurup, Surujlal, & Mutamba, 2016). Reject the other result that all

dimensions of organizational commitment have no significant effect on manager performance

(Huey (Yiing & Ahmed, 2009) ; Dasrita, Tanjung, &; Basri, 2015).

5. Employees' Islamic work ethic and employee performance mediated by

organizational commitment

The ability of individuals to more deeply recognize ethical work attitudes, that employees

have professional attitudes at work. Employees even though they face dilemmatic situations at

work that are required to always be honest and provide excellent service to the community. This

condition explains if employees can complete their work well which is shown by the pro-active

attitude of employees at work as evidenced by the desire of employees to prioritize the interests

of the community above their personal interests. This condition proves that organizational

commitment has an important role in explaining the influence of Islamic work ethics on

performance so this study supports Hypothesis 6a that there is a positive relationship between

employees' Islamic work ethic and employee performance mediated by organizational

commitment evidenced by the value of path coefficient 0.132 p = 0.005 < 0.05. This research

supports the findings of Amine et al. (2012) that Organizational commitment plays an important

role in playing its role as a mediating variable in explaining the relationship between ethics and

performance. Highly committed employees have a strong identification with the organization

and are serious in their work, and have positive loyalty and affection for the organization.

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6. Islamic leadership and employee performance mediated by organizational

commitment

The effectiveness of the organization in achieving its goals is greatly influenced by the

quality of the members of the organization. the effectiveness of each organization is greatly

influenced by the behavior of the members of the organization, especially the contribution of the

leader as a determinant of the direction and policy of the organization. Honesty of leaders in

working by not abusing authority and position and not manipulating work. This condition is not

able to increase employee commitment. Understanding employee religiosity to always do the

best job is not able to increase the high commitment of employees so that the role of mediating

organizational commitment as an intervening variable in explaining the contribution of Islamic

leadership in improving employee performance. This statement is relevant to the rejection of the

hypothesis in this study, thus rejecting H6b that there is a positive relationship between Islamic

leadership and employee performance mediated by organizational commitment, path coefficient

value 0.033 p = 0.261 > 0.05. The results of this study reject Moayedi's (2009) findings that

organizational commitment is proven to mediate in explaining the relationship between Islamic

leadership and employee performance.

4. Conclusion

The high intensity of the organization to try to evaluate employee fitness at work and

employee behavior that views work as worship is a representation of good Islamic work ethics

that has an impact on the high commitment displayed and the improvement of work

implementation results from employees. Employees at work have good work habits shown

through respect for colleagues and superiors so as to encourage them to be responsible for the

timely completion of work.

Fathonah's leadership is unable to increase employee commitment as shown by the low

involvement of subordinates in the decision-making process and the lack of participation of

subordinates in supporting extra activities. The honesty shown by superiors results in no abuse

of authority and position and manipulation of work, so followers feel happy when they are close

to superiors.

The pro-active attitude of employees at work is reflected through the desire of employees

to prioritize the interests of the community above their personal interests. This condition proves

that organizational commitment has an important role in explaining the influence of Islamic

work ethics on performance. The honesty of leaders in working by not abusing authority and

position is not able to increase employee commitment. Understanding employee religiosity to

always do the best job is not able to increase the high commitment of employees so that the role

of mediating organizational commitment as an intervening variable in explaining the

contribution of Islamic leadership in improving performance.

The use of employees with the status of State civil apparatus in this study is a limitation of

this research so it is recommended to further researchers to expand observations by not only

using State civil apparatus employees as research samples.

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