Amin Wahyudi

THE INFLUENCE OF ORGANIZATIONAL COMMITMENT AND ISLAMIC WORK ETHIC TOWARD JOB PERFORMANCE OF TEACHING STAFF AT UNIVERSITIES IN SURAKARTA WITH INSTITUTIONAL BASE AS A MODERATOR VARIABLE

Introduction

The influence of organizational commitment and islamic work ethic toward job performance of teaching staff at universities in surakarta with institutional base as a moderator variable. Explore how organizational commitment & Islamic work ethic impact job performance of university teaching staff in Surakarta. Discover the role of institutional base.

Abstract

The purposes of this study are: (1) examine the impact of organizational commitment to job performance of faculty member in Surakarta; (2) examine the impact of Islamic work ethic to job performance; and (3) examine the mediating role of institutional-base on the impact of Islamic work ethic to job performance. The results show that organizational commitment and Islamic work ethic had significance effect to job performance, but institutional-based had no moderating role in the effect of Islamic work ethic to job performance.Keywords: organizational commitment, Islamic work ethic, job performance, institusional-based.

Review

This study embarks on an investigation into the crucial factors influencing job performance among teaching staff at universities in Surakarta, specifically focusing on organizational commitment and Islamic work ethic. The inclusion of an "institutional base" as a moderating variable adds an interesting contextual dimension to the proposed relationships. The research objectives are clearly articulated, aiming to assess the direct impacts of the two primary independent variables and to explore the role of the institutional base, which suggests a thoughtful attempt to unpack the complexities of workplace performance within a specific cultural and religious context. The reported findings indicate that both organizational commitment and Islamic work ethic significantly influence job performance, which aligns with much of the existing literature and offers valuable insights for university management and human resource practices in the region. However, a notable point of confusion arises from the abstract's description of the "institutional base." While the title frames it as a "moderator variable," objective (3) describes it as a "mediating role," yet the results again refer to its "moderating role." This inconsistency between mediation and moderation, which are distinct statistical concepts, needs to be explicitly clarified within the full paper to ensure theoretical and methodological precision. Furthermore, the abstract would benefit from a brief mention of the research methodology, such as sample size or research design, to provide context for the reported results. In conclusion, this study addresses a relevant topic with the potential to contribute meaningfully to our understanding of job performance determinants, particularly within an Islamic-influenced academic environment. The direct effects reported are compelling and merit further exploration. For the full manuscript, resolving the ambiguity surrounding the "institutional base" variable's role (moderator vs. mediator) and providing a comprehensive methodology section will be critical. Additionally, a deeper theoretical discussion around the non-significant moderating effect would enrich the overall contribution, explaining why the institutional base did not operate as hypothesized.

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