Search results

This paper aims to introduce and promote the novel concept of Islamic human resource management (iHRM) and assess its effects upon two organizational attitudes, namely, perceived justice and employees’ commitment.

The present study is an applicable and empirical research that has used the descriptive–correlative method. The target population consists of 192 employees from Resalat Qard al-Hasan Bank in the city of Tehran. Calculated based on Cochran’s formula, 128 people are selected by means of a simple random sampling technique. To collect primary filed data, questionnaires are distributed. The gathered responses are analyzed with the structural equation modeling approach using SmartPLS software package.

Four dimensions of iHRM, i.e. recruitment and selection, training and development, remuneration and compensation and performance appraisal, are positively associated with organizational justice. Also the first three dimensions have a positive impact on employees’ commitment, but the link between performance appraisal and employees’ commitment is not statistically significant because of the slightly negative attitude of the employees toward a possible perfunctory routine.

iHRM is one of the emerging trends in Islamic management literature, with limited studies conducted in this specific field. The current effort is one of the first attempts to empirically investigate this relatively new construct in the context of Iran.

The main goal of any organization is to achieve the best quality of work through employees, and managers play a very important role in this field. Managers and leaders of organizations often face with paradoxes that make decision-making difficult. The purpose of this paper is to develop a competency model for human resource managers considering the importance of the role of paradoxes for organizations.

The research methodology is of a mixed type and with an approach based on paradox theory and using theme analysis and fuzzy Delphi, it seeks to provide a model of paradoxical managers’ competence. The statistical sample included 11 experts working in the information and communication technology industry, who were selected using the snowball and judgmental sampling method.

The results of this research show that the competency model of human resource managers has three managerial, organizational and individual levels and has 15 themes including strategic partner, organizational knowledge, awareness of the industry environment, awareness of the external environment, paradoxical thinking, managerial knowledge, relationship management, resource management , leadership, human resources analyzer, information technology (IT) knowledge, personality traits, development, multitasking and cognitive competence. The most important theme identified is paradoxical thinking and familiarity with IT knowledge, and it is suggested that human resource managers working in this field should preferably study technical and engineering fields at the undergraduate level and shift to human resource management fields at the graduate level.

The distinguishing feature of this paper is the presentation of a competency model based on paradox theory. Paradoxes are part of organizational life. Therefore, there should be a paradoxical view in all organizational analysis.