Article Type : Research Article
Authors : Saufi SB
Keywords : Engagement; Cognitive; Affective; Behavioural
Employee engagement is crucial for
organizational success, particularly in Shariah-compliant institutions where
ethical principles are paramount. This sector faces significant human resource
challenges that impact employee satisfaction and performance. This study
investigates employee engagement from the perspectives of employees, focusing
on its cognitive, affective, and behavioural dimensions. Employing a
quantitative methodology, data were collected from 200 employees within the
Islamic banking sector in Malaysia. The analysis utilized mean scores to assess
engagement levels and identify areas for improvement. Findings reveal strong
cognitive engagement (mean score of 5.46) and notable behavioural engagement
(mean score of 5.15), while affective engagement showed a moderate score (mean
of 4.90). The results emphasize the need
for Shariah-compliant institutions to enhance emotional connections among
employees. By promoting active participation in organizational activities and
ensuring fair treatment in decision-making and rewards, these institutions can
boost job satisfaction, reduce turnover, and foster a positive work
environment. Ultimately, the study provides valuable insights for improving
organizational performance in alignment with Islamic ethical principles.
Employee engagement has become a critical concern in
the modern workplace as organizations increasingly recognize its importance for
overall performance, productivity, and employee retention [1,2]. In a world
where businesses are seeking to enhance workforce motivation, commitment, and
loyalty, employee engagement is seen as a cornerstone of organizational
success. For institutions that operate within a Shariah-compliant framework,
this concept is equally important, though the factors influencing engagement
may differ due to the specific cultural, ethical, and religious values embedded
in these organizations. In Shariah-compliant institutions, principles of
Islamic governance, ethics, and human resource management practices create a
unique environment, making it crucial to examine employee engagement within
this context [3,4]. Past research on employee engagement has largely focused on
traditional organizations, exploring factors such as leadership, organizational
culture, work-life balance, and recognition systems as the main drivers of
engagement [5-7]. Studies have repeatedly shown that engaged employees are more
productive, demonstrate higher job satisfaction, and contribute to a positive
organizational climate. These studies highlight that engaged employees exhibit
a deeper emotional connection with their organization, which in turn leads to
increased levels of discretionary effort and a willingness to go above and
beyond their job requirements. In Shariah-compliant institutions, some research
has been conducted to explore the distinct features of employee engagement,
particularly in relation to Islamic values. The principles of fairness, equity,
and ethical treatment of employees are emphasized, aligning with Islamic
teachings on human dignity and justice [8]. Additionally, several studies
suggest that Islamic work environments foster a sense of collective
responsibility, which could enhance both individual and group engagement
[9-11]. However, these studies are often limited in scope, focusing on small,
specific sectors or geographical regions, and sometimes lack comparative
analyses with non-Shariah-compliant institutions. As a result, there remains a
significant gap in fully understanding how Shariah principles influence
employee engagement on a larger scale, and whether these institutions truly
succeed in fostering a highly engaged workforce.
Despite the available research on employee engagement,
there is still much to uncover about its unique manifestation within
Shariah-compliant institutions. Most studies, while valuable, do not thoroughly
investigate the perspectives of employees themselves or delve into the
day-to-day realities that shape their engagement levels. Moreover, the lack of
comparative data with non-Shariah-compliant organizations limits our ability to
draw broader conclusions about the efficacy of Islamic workplace practices in
enhancing engagement. Thus, there is a need to further examine the drivers and
barriers to employee engagement within this specific organizational context.
One area that warrants deeper investigation is the role of organizational
practices, leadership styles, and employee perceptions within Shariah-compliant
institutions. While previous research emphasizes the importance of Islamic
ethical values [12,13], it remains unclear how these values translate into
practical workplace experiences that directly impact employee engagement. Do
employees perceive the principles of fairness, ethical treatment, and
collective responsibility as effectively implemented? Or is there a gap between
Islamic ideals and the realities of organizational practice? These are
important questions that remain underexplored. This study aims to address these
gaps by examining employee engagement from the perspective of the workforce
within Shariah-compliant institutions. By focusing on employees’ lived
experiences and perceptions, this research seeks to uncover the key factors
that contribute to or hinder engagement in these unique settings. The study
will also explore how organizational practices, workplace culture, and leadership
approaches interact with Islamic values to influence engagement levels.
Ultimately, the goal is to provide a deeper understanding of employee
engagement in Shariah-compliant institutions, with the hope of offering
practical recommendations for enhancing engagement within this growing and
influential sector.
Literature
Review
Employee engagement is generally defined as the
emotional and cognitive commitment an employee has towards their organization,
which translates into motivation, dedication, and discretionary effort in their
work. According to Kahn (1990), employee engagement occurs when individuals
express themselves physically, cognitively, and emotionally during role
performance, leading to heightened productivity and job satisfaction. Engagement
is often seen as a combination of factors such as job involvement, enthusiasm,
and psychological investment in work, which fosters a strong connection between
the employee and the organization [14-16]. In the literature, several models of
employee engagement have emerged. Schaufeli define engagement as a positive,
fulfilling, work-related state of mind characterized by vigor, dedication, and
absorption. This model contrasts engagement with burnout, positioning engaged
employees as those who derive energy from their work. Meanwhile, Saks (2006)
distinguishes between job and organizational engagement, suggesting that
employees can be highly engaged in their specific roles but not necessarily
with the organization as a whole. Critical reviews highlight limitations in
existing literature, particularly the overemphasis on engagement as a
one-size-fits-all concept. For instance, engagement is often treated as
universally positive, but some scholars argue that excessive engagement may
lead to workaholism or burnout Bakker, Albrecht, & Leiter. Additionally,
many studies have focused on Western organizational contexts, leaving a gap in
understanding how cultural and religious factors, such as in Shariah-compliant
institutions, influence employee engagement. Employee engagement encompasses
three key dimensions: cognitive, affective, and behavioural, each contributing
uniquely to overall workplace satisfaction and performance [17].
Cognitive engagement
Cognitive engagement refers to the intellectual
investment and mental focus an employee dedicates to their work. It involves
the employee’s psychological presence and thought processes, such as
problem-solving, creativity, and critical thinking in completing tasks
Ben-Eliyahu. According to Rich, LePine, and Crawford (2010), cognitive
engagement occurs when employees are deeply absorbed in their roles,
consistently seeking ways to improve performance and approach challenges with a
learning mindset. In the literature, cognitive engagement is often considered
one of the three dimensions of employee engagement, alongside emotional and
physical engagement (Kahn, 1990). While emotional and physical engagement deal
with feelings and energy levels, cognitive engagement focuses on how employees
intellectually connect with their work and how much attention and concentration
they invest. Research by Bakker and Bal (2010) shows that employees with high
cognitive engagement tend to experience higher job satisfaction and are more
likely to develop innovative solutions to problems. However, cognitive
engagement is not without its challenges. Critics argue that while it can boost
productivity and performance, excessive cognitive load without adequate support
may lead to mental fatigue or burnout Christian, Garza, & Slaughter.
Affective engagement
Affective engagement refers to the emotional
connection and positive feelings an employee has towards their work and
organization. It involves the extent to which employees feel emotionally
involved, passionate, and enthusiastic about their roles [18,19]. When
employees experience high levels of affective engagement, they are likely to
feel motivated, express a sense of pride in their work, and demonstrate a
strong desire to contribute meaningfully to organizational goals. Meyer and
Allen (1991) link this emotional investment to higher levels of commitment and
loyalty within the organization. Several studies have highlighted the
importance of affective engagement in fostering deeper workplace connections.
Research by Rafferty and Griffin (2004) shows that affectively engaged
employees often experience greater job satisfaction and are more likely to
demonstrate discretionary behaviours such as helping colleagues and going
beyond their job descriptions. Affective engagement also enhances
organizational citizenship behaviours, contributing to a positive work
environment Macey & Schneider. However, critical reviews caution against
idealizing affective engagement as purely positive. While it can improve morale
and job performance, too much emotional investment can lead to emotional
exhaustion or feelings of frustration when expectations are not met Brotheridge
& Lee. Additionally, the focus on affective engagement often overshadows
the importance of balancing cognitive and physical engagement, which are equally
crucial for sustaining overall well-being at work.
Behavioural engagement
Behavioural engagement refers to the outward actions
and behaviours that demonstrate an employee’s commitment to their work and
organization. It includes proactive behaviours such as actively participating
in tasks, collaborating with colleagues, and showing a willingness to go beyond
the basic job requirements. According to Robinson, Perryman, and Hayday (2004),
behavioural engagement is the visible manifestation of an employee’s emotional
and cognitive engagement, as it is expressed through consistent effort and
discretionary behaviour aimed at achieving organizational goals. In the
literature, behavioural engagement is often examined in the context of
performance outcomes. Research by Xanthopoulou suggests that employees with
high behavioural engagement display greater productivity, increased task
performance, and are more likely to engage in organizational citizenship
behaviours. These employees tend to exhibit initiative, adaptability, and
resilience in facing work challenges, which directly contributes to improved
organizational outcomes. Despite its positive associations, some critiques
highlight potential downsides to behavioural engagement. Bakker, Demerouti, and
Sanz-Vergel (2014) argue that excessive behavioural engagement, especially
without adequate recognition or support, can lead to over commitment and
burnout. Additionally, many studies focus on short-term outcomes of behavioural
engagement, neglecting to explore how sustained behavioural engagement impacts
long-term employee well-being and work-life balance. This has led to calls for
more research on the sustainability of high levels of behavioural engagement
over time.
In Islamic institutions, the integration of cognitive,
affective, and behavioural engagement plays a critical role in ensuring that
employees align with both organizational goals and Islamic values. Cognitive
engagement is essential as employees are expected to intellectually connect
with their roles, ensuring that their work reflects the ethical and moral
standards of Islam. Affective engagement becomes particularly significant in
fostering emotional connections with the institution’s mission, as workers who
feel passionate about upholding Islamic principles are more likely to remain
committed. Behavioural engagement manifests through actions such as
demonstrating integrity, collaboration, and a willingness to contribute beyond
basic job responsibilities, aligning with the Islamic concept of Ihsan [20]. Studying
the levels of engagement within Islamic institutions is crucial as it helps
identify how well employees are emotionally, intellectually, and behaviourally
invested in the organization's mission. It also ensures that their work
contributes to not just organizational success but also the broader goal of
promoting Islamic values in the workplace.
The data collection for this quantitative study was obtained through a questionnaire [21]. This research method employed descriptive statistics particularly mean analysis using the Statistical Package for the Social Sciences (SPSS) software as the instrument analysis tool. The instrument to measure employee engagement was adapted from Shuck and Rio and JRA Employee Engagement scale with the reliability value of 0.913 [22]. It consisted of cognitive, emotional and behavioural components of engagement respectively. These three components are consistent with Kahn’s (1990) conceptualization of employee engagement and this structure has been used in survey measures constructed by academicians [23,24]. Data were collected from 200 employees in Islamic banking in Malaysia. Each question were measured using items with answer options and seven point Likert scale where 1 for extremely disagree and 7 for extremely agree [25,26]. These 7 points were chosen confirming that the data from Likert items and those with similar rating scales become significantly less accurate when the number of scale points drops below five or above seven [27]. Furthermore, in the light of findings, there are some supports for seven-point scales, but the popularity of five-point scales seems to be less justified [28]. Likert Scale is an effective approach to measure the respondents opinions based on itemized statement. It is also an effective way to gauge the respondent’s attitudes concerning certain issue [29] Organizational justice was measured using 19 items adapted from Niehoff and Moorman (1993) that had also been used by other researches such as Benk and Kenek, Rahman, Herminingsih, Allameh and Yaghoubi [30,31]. The descriptive statistics showed a typical distribution of responses across all variables. The mean and standard deviation (SD) were used to describe the sample characteristics. According to Hair, mean values can be classified into three categories: (i) low, (ii) moderate, and (iii) high. In this study, the categories are defined as follows:
Low:
1.00 – 3.00
Moderate:
3.01 – 5.00
High:
5.01 – 7.00
The following are the findings from the analysis that
has been conducted. The analysis results are as shown in the accompanying
tables. Table 1 shows the mean score of 5.46 for cognitive engagement. It
indicates a relatively high level of intellectual involvement among employees
in the Islamic institution. This score suggests that employees are actively
participating in their tasks, applying critical thinking, and seeking to solve
problems effectively. Such a level of cognitive engagement reflects employees’
willingness to invest their mental effort into their roles, which can lead to
enhanced creativity and innovation within the organization. Furthermore, a high
mean in cognitive engagement may indicate that employees feel encouraged to
contribute ideas and participate in discussions that align with the
institution's objectives. This environment of intellectual engagement is
crucial in Shariah-compliant institutions, as it allows for the alignment of
work practices with Islamic principles and values. Employees’ active
participation can foster a culture of continuous improvement and learning,
vital for adapting to the dynamic challenges faced by these organizations.
Additionally, cognitive engagement has the potential to enhance job
satisfaction and overall performance. When employees are mentally engaged, they
are more likely to experience a sense of purpose and fulfillment in their
roles, leading to higher levels of motivation and productivity. This engagement
level is particularly important in Islamic institutions, where the alignment of
work with religious values can drive deeper connections to their roles and
responsibilities (Table 1).
Table 2 is the result for affective engagement. The
mean score of 4.90 for affective engagement, based on a 7-point Likert scale,
suggests a moderate level of emotional connection among employees within the
Islamic institution. This score indicates that while employees generally
experience some degree of passion and commitment towards their work, there may
still be room for improvement in fostering deeper emotional ties. Affective
engagement reflects how employees feel about their roles and the organization.
A mean score nearing the midpoint suggests that employees may have positive
feelings about their work environment, yet they may not be fully realizing
their emotional potential or enthusiasm. Factors influencing this level of
engagement could include organizational support, recognition, and the alignment
of work with personal and religious values. Moreover, a moderate level of
affective engagement may impact various aspects of the workplace, such as
morale and teamwork. Employees who feel emotionally connected are likely to
participate more actively in collaborative efforts and display a greater
willingness to support their colleagues. This emotional involvement is crucial
in Islamic institutions, where community and collaboration are often
emphasized. Additionally, while the mean score indicates a level of emotional
commitment, it may also point to challenges such as potential disengagement if
employees feel their emotional needs are not fully met. Understanding the
underlying factors contributing to this level of affective engagement is
essential for developing strategies to enhance emotional investment among
employees (Table 2).
The mean score of 5.15 for behavioural engagement from Table 3. It indicates a relatively strong level of observable actions and behaviours that demonstrate employees' commitment to their work in the Islamic institution. This score suggests that employees are actively participating in their tasks and are likely to go beyond their basic job responsibilities. High behavioural engagement can be seen in employees who consistently demonstrate initiative, collaborate effectively with colleagues, and contribute positively to the organizational culture. Such engagement is essential in fostering a productive work environment where employees not only fulfill their roles but also support the overall mission and objectives of the institution. The score of 5.15 implies that employees are willing to engage in discretionary efforts, which can lead to enhanced teamwork and a stronger sense of community within the workplace. This level of engagement may reflect employees' alignment with the institution's values, particularly in Islamic contexts, where collective responsibility and mutual support are highly valued.
Moreover, behavioural engagement often translates into
actions that embody the principles of service and excellence, furthering the
institution's goals. It also serves as a key indicator of how motivated
employees feel to actively participate in their roles, contributing to a dynamic
and engaging workplace. Understanding the factors that influence this level of
behavioural engagement can help organizations harness and enhance these
positive behaviours among their employees. The mean score of 5.17 for overall
employee engagement as in the Table 4, which encompasses cognitive, affective,
and behavioural engagement, reflects a strong commitment among employees in the
Islamic institution. This indicates that employees are intellectually invested,
emotionally connected, and actively participating in their roles, contributing
positively to the organization’s objectives and culture (Table 3,4).
The results of the study highlight a commendable level
of employee engagement within the Islamic institution, characterized by mean
scores of 5.46 for cognitive engagement, 4.90 for affective engagement, and
5.15 for behavioural engagement, culminating in an overall engagement mean of
5.17. These findings hold significant implications across various sectors,
including academia, industry, government, and for the employees themselves.
From an academic perspective, the study contributes to the existing literature
on employee engagement by examining its dimensions within a Shariah-compliant
context. It underscores the need for further research that addresses cultural
and religious influences on engagement, thus enriching the theoretical
frameworks surrounding this topic. The findings prompt scholars to explore how
cognitive and emotional factors interplay in shaping workplace dynamics,
particularly in religiously affiliated organizations. In the industry, these
results emphasize the importance of fostering a supportive environment that
encourages cognitive and behavioural engagement. Organizations that prioritize
these aspects can enhance employee productivity and satisfaction, ultimately
leading to improved organizational performance. The findings encourage
employers to invest in training and development initiatives that promote
critical thinking and collaboration among employees, aligning with the values
of the institution. From a government perspective, the insights gained from
this study can inform policy-making and support the development of frameworks
that promote employee engagement in various sectors [32,33]. By understanding the
unique needs of employees in Islamic institutions, policymakers can create
supportive regulations that enhance job satisfaction and productivity. Finally,
for the employees themselves, the study highlights the importance of engagement
in their overall job experience. Higher levels of cognitive and behavioural
engagement can lead to improved job satisfaction and personal fulfillment
[34,35]. Employees who feel intellectually challenged and emotionally connected
to their work are more likely to thrive in their roles, contributing positively
to both their organizations and their own well-being. Overall, these findings
underscore the multifaceted benefits of employee engagement and the necessity
of addressing its various dimensions within diverse contexts.
In conclusion, the study reveals significant insights
into employee engagement within Islamic institutions, highlighting strong
cognitive and behavioural dimensions, alongside a moderate affective component.
This comprehensive understanding of engagement can aid organizations in
fostering a more productive and committed workforce. However, the moderate
level of affective engagement suggests an area for improvement, emphasizing the
need for strategies that enhance emotional connections among employees. Future
research should explore the factors influencing affective engagement
specifically within Shariah-compliant organizations, examining how cultural and
religious values shape employees' emotional investment. Additionally,
longitudinal studies could provide insights into the impact of engagement on
employee retention and performance over time. Investigating the relationship
between employee engagement and organizational outcomes, such as innovation and
adaptability, would further enrich the literature. Ultimately, a deeper
exploration of these dimensions can contribute to developing effective
engagement strategies tailored to the unique contexts of Islamic institutions.