Workforce Management Based On Charity in Muslim Organizations

Zin-Eddine Dadach

doi:10.46281/ijibm.v4i2.677

Abstract

Islamic literature highlights eight major functions of Islamic HRM; namely HR planning, recruitment, selection, orientation, performance appraisal, training and development, compensations and benefits, and career development. The objective of this paper is to consider the Divine Science of Charity as it applies to organizations as a form of workforce management. Firstly, in order to properly apply the divine laws of charity in any hierarchy, every employee should be allocated to a position correlating to their skill level. In addition, if everyone in the company is willing to please Allah (SWT) by helping personnel under supervision (muʿāmalāt), it will result in minimum friction between employees, meanwhile boosting the morale and engagement of all personnel. This will result in the maximized efficiency of the workflow at each level of the organization. Moreover, the reward for charity–leaders is happiness, which will allow them to create an enjoyable environment in the workplace. For the 2nd divine law of charity, each member of the company will be able to self-purify their soul and add the workflow as good deeds in the Eternal Path of Charity.

Highlights

1.1 Workforce Management in OrganizationsOrganizations are social units of people, including a management structure that determines relationships between different activities and members, which subdivides and assigns roles, responsibilities, and the authority to carry out different tasks
Applying the Divine Science of Charity in Workforce Management The most important lesson learned is that Allah (SWT) used nature as a universal educator in order to demonstrate that His science is based on charity for the purpose of balance and harmony
If managers are willing to please only Allah (SWT) during these duties, they can self-purify their soul in the Eternal Path of Charity and the workflow will be counted as charity (Figure 3)

Summary

Introduction

Organizations are social units of people, including a management structure that determines relationships between different activities and members, which subdivides and assigns roles, responsibilities, and the authority to carry out different tasks. Positions within each level of the hierarchy require the application of both hard and soft skills, and employees are generally selected based on these two categories. Some research studies indicate that competition can motivate employees, encourage them to put in more effort and work harder to achieve better results. Competition increases physiological and psychological activation, which prepares both body and mind for increased effort and enables higher performance (Steinhage, Cable, & Wardley, 2017). Competition can have a negative impact if employees compete against co-workers who have higher skills. The negative consequences of lagging behind can trigger anxiety and prompt people to resort to mis-selling, fraud, and lying to customers (Steinhage, Cable, & Wardley, 2017)

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