The effect of Challenge and Hindrance Stressors on Job satisfaction: Moderating Role of Islamic Work Ethics

Muhammad TufailPhD Candidate at Riphah International University, Islamabad

Lecturer, Abdul Wali Khan University, Mardan

Abstract

The core rationale of the current study is to inspect the direct and interactive effect of challenge and hindrance stressors and Islamic work ethics on job satisfaction. Data was gathered from 465 employees working in banks in Pakistan. To collect the data self administered, close ended questionnaires were used. To analyze the data moderated regression was used. Results reported that hindrance stressors have significant negative impact on job satisfaction. A direct positive significant impact of Islamic work ethics on job satisfaction was also confirmed. The moderation effect of Islamic work ethics in relationship with challenge stressor and job satisfaction was found significant; though the Islamic work ethics did not moderate the relation between hindrance stressor and job satisfaction. The current study provides the first ever examination of moderating role of Islamic work ethics in a relationship of challenge- hindrance stressors and job satisfaction.

Keywords: Challenge Stressors, Hindrance Stressors, Islamic Work Ethics, Job satisfaction

Introduction

For the last several years, job stress is considered a critical problem in the developed and developing countries. Job stress creates adverse effects for individuals and organizations as well (Naqvi, Khan, Kant & Khan, 2013). It is widely accepted fact that communicates itself different in diverse work conditions and influence employees differently (Hazwami & Malek, 2010).

Research studies have generally found that adverse working circumstances manipulate psychological and physical health in a negative direction (Semmer, McGrath, Beehr, Dalton, Johansen, Ross & Chrousos, 2005; Jex & Yankelevich, 2008). Such unfavorable conditions negatively affect the employee attitude and working behavior (Boyd, Lewin & sager, 2009). According to Sadri and Marcoulides (1994) stressful situations are always expected. These stressful situations may affect the employees’ physical condition and competence, so to cope with the said situation and consequences the stressful conditions are important to be managed.

Plenty of studies have been carried out in developed countries and their results were not found stable (Dollard, Winefield, Winefield & Jonge 2000; Cavanaugh, Boswell, Roehling, & Boudreau 2000; Akinrele, Osanwonyi & Amah 2003; Amah 2012). Based on the transactional theories of stress (e.g. Lazarus & Folkman, 1986) in the last decade research studies (LePine et al. 2004; Cavanaugh et al. 2000; Podsakoff, LePine & LePine, 2007) developed a model for investigating the diverse effects of different environmental requirement: the challenge hindrance framework. This model categorizes the environmental requirements as challenge and hindrance stressors. According to Podsakoff et al. (2007, p.438) the factors containing challenge stressor are like “high work demand, job scope, time pressure and responsibility” whereas the factors related to hindrance stressor are “role ambiguity, role conflict, job security and organizational politics”. By using the various samples the factorial construction of two dimensional frame work has been established (Cavanaugh et al. 2000; Amah, 2012). Cavanaugh et al. (2000) further found positive effects for challenge and negative effects for hindrance stressors on different outcomes. Following stressors have been investigated in association with different outcomes like job satisfaction, learning performance, job performance and turnover intentions (Cavanaugh et al. 2000; LePine et al. 2004; Podsakoff et al. 2007).

Based on protestant work ethics advanced by Weber (1958) much research have been carried out in west. Islamic Work Ethics has got distinguished attention for research (Ali, 1988; Yousaf, 2000). Both the phenomena have focus on devotion, hard work, obligation, innovation and assistance at job place. Opposing PWE, the construct of IWE is Established on the Quran and Sunnah (the holy book of Muslims and saying of Muhammad (S.A.W.W.) and practice) (Yousaf, 2000a). With reference to Islamic view business ethics has got many reasons for understanding. First, Islam is the second largest religion of the world (Khan, et al, 2015). Second Muslim countries have a better number of customers in the world and have enormous investment in the Western countries (Uddin, 2003). Lastly, to get to know the important role of diverse religions and social aspect influencing the business, it is important for practitioners and researchers to appreciate the workforce diversity and sensitive competition across the boarders (Eastman & Santoro, 2009).

Research studies used different variables as moderator between stressors and job outcomes and attitude like Influence of Organizational Support (Wallace, Edwards, Arnold, Frazier, & Finch, 2009); and Efficacy beliefs (Jex, & Bliese, 1999).

IWE has been used as moderator and resulted in strengthen the relation of different variables with positive variables like job involvement (Khan et al. 2015), organizational commitment and job satisfaction (Batool et al, 2013). In Pakistani context the IWE has been used as moderator between the ethical leadership and job satisfaction (Batool et al, 2013); organizational justice and employee outcomes (Khan et al, 2015); organizational commitment and turnover intensions (Sadozai et al, 2013).

In this study, we tried to broad the literature on stressors and IWE. First we test the interaction among stressors, job satisfaction and IWE. Secondly, the moderating effect of IWE between challenge stressors and job satisfaction and hindrance stressors and job satisfaction. It is possible that in the presence of individual or contextual aspect the relation between stressors and job satisfaction may be moderated as this is the first study that has hypothesized the moderating effect of IWE between challenge and hindrance stressors and job satisfaction. In order to fill the gap we incorporate IWE as moderator, expecting that due to IWE as moderator variable the stressors may yield different results in connection with job satisfaction.

Literature Review

Challenge Hindrance Stressors and Job Satisfaction

The challenge hindrance framework categories job place stressors as positive and negative. Challenge stressors encircle factors like job scope, work load and level of responsibility. These factors are considered positive in nature as these factors are considered to provide the opportunities for learning and achieving the demanded goals. On the other hand, hindrance stressors encircle factors like role ambiguity, job insecurity, organizational politics and role conflict. These stressors are considered as negative in nature by individuals as these create hurdles for further growth (Cavanaugh et al. 2000; Boswell et all. 2004).

Balance theory (Heider, 1958) elaborates the exhibition of different behavioral status in social setting by individuals. Once an employee gets think that the provided job environment does not support the personal growth and creates barriers to achieve the demanded tasks and goals, behaves in negative way towards the job so as to sustain the balance state (Boswell et all, 2004).

Every stressful job underwent similar psychological process (coping and appraisal) even though if that process results vary due to type and function of stressor and the manner it is appraised (Lazarus & folkman, 1984). Researchers have found that challenge and hindrance stressors and strain are positively related (Lepine et al, 2005, Lepine et al, 2004). Although in comparison to hindrance stressors the outcome of challenge stressor appraisal is inclined toward positive attitude and emotion (Lazarus and Folkman, 1984; Cavanaugh et al. 2000; Boswell et al, 2004). However challenge stressors trigger strain which negatively affect organizational commitment and job satisfaction, they also induce positive effect which moderate the negative consequences that results due to strain (Podsakoff et al. 2007).

According to LePine et al. (2005), positive nature of challenge stressors will results in activating positive emotions and positive conduct for endurance. Moreover, negative emotions are the results of hindrance stressors and will result in negative and depressing way of dealing.

Employee job satisfaction is considered a forecaster of the organizational performance as found by Vroom (1964) and found the direct positive relation between job satisfaction and organizational performance. Recognized by Lazarus and Folkman (1984) the individuals have different perceptions, showing the different reactions and thus resulting in different ways of handling and evaluating stressors. Social exchange theory places crucial impact on the socio emotional part of the association involving employee and organization in terms of compulsion, stance and faith, while on the other side the economic exchange disposes more towards substantial like pay and other fringe benefits (Shore, Tetrick, Lynch, & Barksdale, 2006; Song, Tsui, & Law 2009).

Podsakoff et al. (2007) reported direct and positive relation between job satisfaction and time pressure. Ohly and Fritz’s (2010) found that to create challenge perception time pressure appears as a catalyst which makes employee try hard for achieving organizational goals. They further added that organizational group or individual behavior is positively affected by stress.

According to Cherrington (1994), the relation between job level and job satisfaction is positive. Employees who are at high positions in organizations usually having high level of job satisfaction due to the reason of getting high pay, more diversity and enhanced working environment. In the same era research conducted by Robie, Ryan, Schmieder, Parra and Smith (1998) found direct association between job satisfaction and level of job, means that with the advancement in job level will results in high job satisfaction.

For the very first time Kahn et al (1964) stated that role conflict and ambiguity cause job dissatisfaction. A sequence of research studies concluded the negative relation between role conflict and job satisfaction (Behrman & Perreault, 1984; Hartline & Ferrell, 1996; Youssef, 2000; Kalbers & Cenker, 2007, Kim, Murrmann & Lee, 2009, Aghdasi, Kiamanesh & Ebrahim, 2011). Brown and Peterson (1994) suggested that role ambiguity has not direct negative relation with job satisfaction. In the same decade, studies suggested that on job satisfaction, role conflict has stronger effect than role ambiguity (Menguc, 1996; Netemeyer, 1997). Furthermore there is a direct negative impact of work stress on organizational commitment and job satisfaction. These direct associations indicate that role ambiguity and role conflict are stressor that are subject to induce negative attitude and emotions (Podsakoff et al. 2007). Certainly as people like to appraise role ambiguity and role conflict as a possible threat to their goal accomplishment and their personal growth (Boswell et al., 2004; Cavanaugh et al., 2000; LePine et al., 2005; LePine et al, 2004).

The association between job insecurity and job satisfaction is logical as employment provides foundations for satisfaction like economic constancy, social relations and self efficacy (De Witte, 1999). Previous studies suggested that job insecurity will lower down the level of job satisfaction (Ashford, Lee, & Bobko 1989). Job insecurity will manipulate individual’s attitude towards their jobs like job satisfaction, while behaviors arise as the consequences of job satisfaction. Moreover, job insecurity steps up over time when there is not any suitable solution of any problem (Reisel, Probst, China, Maloles and Konig, 2010). On the basis of above discussion the following hypotheses have been formulated.

H1: Challenge stressors have significant positive impact on job satisfaction.

H2: Hindrance stressors have significant negative impact on job satisfaction.

IWE and Job satisfaction

While considering significant component of business and normal day to day routine, understanding regarding ethical aspect of business has turned out to be vital vicinity for researchers and businesses (Crane & Matten2007). The roots of ethics can be found in Weber’s theory of PWE which had gained much attention in the West (Yousaf, 2000a). Ali (1988) introduced the concept of IWE having focus on ethical practices with respect to Islam. Ahmad (1976) elaborated that work is an asset of any individual and is the requirement for upholding stability in one’s personal and social life. IWE considers work as a way to self interest economically, psychologically and socially to maintain social esteem, to move on societal wellbeing and endorse belief (Ali & Al-Owaiham, 2008). Peace is the accurate meaning of the word “Islam” that is accomplish throughout absolute and supreme obedience to Allah’s well in all aspects of life (Abuznaid 2006; Uddin 2003). Islam offers the broad system, having its heredity in ethics, which manage all aspects of life comprising social and economical activities (Rice, 1999). Therefore, it is anticipated that the religious principles of Muslims will be replicated in their laws, businesses containing work ethics and social interface (Syed & Ali, 2010). According to Ali and Al-Owaiham (2008), culture is one aspect of whole Islamic system; having not any distinguished identity itself. In Islamic civilization cultural norms and value stem from the principles of Islam and acquire form according to the manners of Muslims, as directed by Shariah and not by culture, persuading the behaviors of admirers. Quran orders the loyal participation and obligation to work and avoids the unethical work attitudes (Ali & Ali. A, 2007). For example, Quran says ‘‘for those who were believers and they did righteous deeds, are the Gardens as accommodation for their deeds’’ (Qur’an 32:19). Qura’an discusses the value of ethics several times. “You are the best nation that has been raised up for mankind; you enjoin right conduct, forbid evil and believe in Allah”. (Qur’an 3:110). According to Ali (1992), hard work and loyalty is being emphasized by Islamic teaching, hard work is believed to be important for the benefit of the society and a worker is said to be a friend of God. Quran says ‘‘for all

people, there are ranks according to their deeds’’ (Qur’an 6:132) ‘‘and man has nothing except that for which he strives’’ (Qur’an 53:39). Therefore Islam persuades hard work and disheartens the laziness.

In past several studies have been carried out to find out the relation between IWE and job satisfaction, suggested that work ethics is positively associated with employee job satisfaction (Cherington, 1980; Fisher and Gitelson, 1983; Bokemeir and Lacy, 1987; Ali, 1987; Morrow and McElory, 1987; Chusmir and Koberg, 1988; Saks et al., 1996).

The relation of Islamic work ethics and job satisfaction has been investigated; for example Lambart and Hogan (2009) elaborated that job satisfaction can be influenced by work ethics. Another study confirmed that job satisfaction can be enhanced in the existence of IWE (Weeks, Terry, Loe & Kirk, 2004). In the current decade the same result found by research studies (Ahmed, 2011; Khan et al, 2015). It is clear that IWE is vital element of Islamic system; hence, individuals having high IWE will experience high level of job satisfaction in organizations. When employees consider that they have to work according to the teaching of Islam, it will lead them to higher satisfaction with their jobs. On the basis of above discussion the following hypothesis is formulated.

H3: IWE is positively associated with job satisfaction.

The moderating role of IWE

According to Koh and Boo (2004) the association of job satisfaction and work climate can be clarified with organizational justice theory, that within the organization the perception of justice can affect or modify the attitude and behavior of individuals towards job. And the employees with the perception of ethics in organization will be satisfied. With respect to IWE, work associated targets are deemed as moral compulsion that are to be accomplished (Khan et al. 2015). In this regard Qura’an says ‘‘and he who does righteous deeds and he is a believer, he will neither have fear of injustice nor deprivation’’ (Qura’an 20:112).

The pressure on activity and its connection to the henceforth is implicit, means that Muslims have an ethical responsibility to work (Bouma et al. 2003). In the same vein, religiosity recommends that religion compel the essential principle system of individuals and it drastically sway the intrinsic and extrinsic work values of individuals (Parboteeah et al. 2009).

In a situation where individuals judge circumstances creating stress but are related to the personal development and mastery, will try to raise the hard work, and yet to continue in troubled situations, with considering the benefits from victorious achievement of the targets. In opposition the efforts will be reduced for the stressors recognized as hampering personal development and mastery (Amah, 2014). It is expected that employees who are having high level of IWE will respond in a positive way towards the job outcomes like job satisfaction. They will

consider the stressors as an opportunity and will consider their jobs as virtue. Hence, the level of job satisfaction will be enhanced. As IWE is vital module of the Muslim values, employees with higher levels of IWE would display higher levels of job satisfaction

The same was suggested by Khan et al. (2015) that the Islamic work ethics may moderate the relation of job related stressors and work outcomes. Based on the above discussion the following hypotheses have been developed.

H4a: Islamic Work Ethics moderate the positive relationship between Challenge stressors and job satisfaction in such a way that the relationship will be stronger when IWE is high.

H4b: Islamic Work Ethics moderate the negative relationship between Hindrance stressors and job satisfaction in such a way that the relationship will be weaker when IWE is high.

Methodology

Sampling

I chose banking sector to collect data for our study because of the tough routine of employees and feeling of stress in this sector. Duty timings and job description is tough in banking sector as compared to other sectors. Officially duty hours are from 9:00 am to 5:00 pm but late seating is very normal. Data was collected from the employees working in public and private sector Banks. Pakistan is an Islamic country so all the respondents were Muslims. The respondents were at manager level i.e. Officer Grade I, Officer Grade II and Officer Grades III. Data was collected through personal contacts. Among the 1180 distributed questionnaires 465 were returned which were completed for analysis, results 39 percent responding rate. The response rata in Pakistan is normally high. In the current study the response rate was low i.e.39%. It might be due to the reason of high workload and busy office hours. Questionnaires were personally distributed and the employees were requested to fill the questionnaire, the filled questionnaires were collected after one week of its distribution. Most of the respondents were married (73.8%), males (81.7%) and having average ages from 26 to 35 years (55.9%). Most of the employees were having the job experiences between 5 to 10 years (37.6%). And the average education level was master degree (66.7%).

Measures

All variables of this study were measured by using a 5 point Likert scale where 1 is represented by strongly disagree and 5 is presented by strongly agree.

Challenge Stressors Challenge stressors were measured using the 6 item scale developed by Cavanaugh, et, all (2000). Sample item included “I feel stress with the volume of work that must be accomplished in the allotted time”. The Cronbach alpha for this scale was found 0.73.

Hindrance Stressors Hindrance stressors were measured using a 5 item scale developed by Cavanaugh, et, all (2000). Sample item included “I feel stress with the lack of job security I have”. The Cronbach alpha for this scale was found 0.70.

Job Satisfaction Job satisfaction of participants was measured by using a 20 items scales developed by Weiss, et, all (1967). Sample item included in this scale was “the feeling of accomplishment I get from the job”, and the reliability was found to be 0.96.

Islamic Work Ethics A 17 item scale was used to measure the Islamic work Ethics of participants. This scale was developed by Ali (1992). The sample item included “Work is not an end in itself but a means to foster personal growth and social relations”. The reliability of the scale was found 0.70.

Control Variable

To identify the control variable One way ANOVA test was applied. Only education was found significant and thus was used as control variable.

Table 1:

Job SatisfactionSource of Variation F PGender 1.267 0.261Age 0.251 0.861Education 2.677 0.047Experience 0.632 0.641Marital Status 1.849 0.175

Results

Table 2: Means, standard Deviations, correlations and Reliabilities

Mean SD 1 2 3 4 5 6 7 8 91 Gender 1.18 .38 _

2 Age 2.11 .80 -.230** _

3 Education 2.04 .63 .029 .012 _

4 Experience 2.77 1.0 -.208** .751** -.005 _

5 Marital Status 1.74 .44 -.199** .489** .094* .555** _

6 Challenge stressors 2.33 .55 -.053** .004** .044** -.029** .033** (0.73)

7 Hindrance stressors 3.69 .67 .044** -.010** .016** .036** -.021** -.242** (0.70)

8 Islamic Work ethics 2.40 .58 -.043** .000** -.039** -.018** -.018** .607** -.304** (0.70)

9 Job satisfaction 2.67 .95 -.052** .007** -.026** .023** .063** .189** -.238** .244** (0.96)N= 465; Cronbach's Alpha presented in parenthesis

**. Correlation is significant at the 0.01 level (2-tailed).

*. Correlation is significant at the 0.05 level (2-tailed).

The table 2 above shows that there is significant positive correlation between challenge stressors and job satisfaction (r= 0.189, p <0.01), which provides the initial support for hypothesis 1. The hindrance stressors is having significant negative correlation with job satisfaction (r= -0.238, p< 0.01) supporting the hypothesis 2. In case of IWE, it has significant positive impact on job satisfaction (r= 0.244, p<0.01), which provides initial support for hypothesis 3.

Regression Analyses

To test the main and moderation effect multiple regression analysis was used. The obtained result from regression analysis has been shown in table 3. The results showed that Challenge stressors have significant negative effect on job satisfaction (β = 0.085, p=0.359), thus hypothesis 1 was not supported. The relationship between Hindrance stressors and job satisfaction was found to be negatively significant (β = -0.251, p= 0.000), resulting in the acceptance of hypothesis 2. The multiple regression further elaborated that there is strong significant positive effect of IWE on job satisfaction (β = 0.26, p= 0.006), leads to accept the hypothesis 3.

To test the moderating effect of IWE (Hypothesis 4a and 4b) Cohen, Cohen, West and Aiken (2013) technique was used. In first step education was entered as control variable. Independent and moderating variables were entered in the second step. The interactive term of independent and moderator variables (challenge stressors x Islamic) and (hindrance stressors x Islamic work ethics) were entered in the last step, which if significant, proves moderation. Result in table 3 indicates that product term of challenge stressors and Islamic work ethics was

significant for job satisfaction (β =0.492, p<0.01), IWE moderates the relationships between challenge stressors and job satisfaction. Thus, the hypothesis 4a was supported. Moreover, the moderating role of IWE in the relationship of hindrance stressor and job satisfaction was not confirmed (β =0.082, n.s.). So, the hypothesis 4b was not supported.

Table 3: Moderating Regression Analysis

Job Satisfaction

Β R2 R2

Step 1 Education 0.001 0.001

Step 2 Challenge stressors 0.089 ns

Hindrance stressors -0.25**

Islamic Work Ethics 0.257** 0.091

Step 3 CS x IWE 0.492**

HS x IWE 0.082 ns 0.112 0.021**

N = 465, ns= not significant

**. Correlation is significant at the 0.01 level (2-tailed).

*. Correlation is significant at the 0.05 level (2-tailed).

Low CH High CH1

1.5

2

2.5

3

3.5

4

4.5

5

Low IWEHigh IWE

Dep

ende

nt v

aria

ble

Fig.1. the combined effect of challenge stressor and IWE on job satisfaction.

For high and low values of moderator the graph was plotted. Figure 1 demonstrates that

the challenge stressors- job satisfaction relation was negative for low IWE, but the said relation

was positive for high IWE. Thus, confirming the positive significant relationship between

challenge stressor and job satisfaction when IWE is high.

Low HS High HS1

1.5

2

2.5

3

3.5

4

4.5

5

Low IWEHigh IWE

job

satis

fact

ion

Fig. 2. Interactive effect of hindrance stressor and IWE on job satisfaction.

The figure above plots the negative association between hindrance stressors and job

satisfaction. It is apparent from the above figure that hindrance stressors and job satisfaction

relation was not moderated even when IWE was high or low. This is contrary to the proposed

hypothesis that Islamic Work Ethics moderate the negative correlation between Hindrance

stressors and job satisfaction in such a way that the association will be weaker when IWE is high

Discussion

The results of challenge hindrance stressors are inconsistent with work outcomes.

According to Cavanaugh, et al. (2000), the challenge stressors and job satisfaction is positive in

nature, while research conducted by Webster, Beehr and Love (2011) it has negative

relationship. It is expected that these inconsistencies may be as a result of cross cultural

disparity. Finding of the current study revealed interesting results. Surprisingly, this study found

the challenge stressor and job satisfaction relation insignificant, which is dissimilar to the

proposed hypothesis and previous literature as well. Past study suggested that challenge stressor

is having significant positive relation with job satisfaction (Cavanaugh, et al. 2000; Podsakoff et

al. 2007; Amah, 2012). It may be due to the reason that employees do not like and accept the

challenges and perform only normal duties. The employees may not like to be master in their

work and are reluctant to welcome new opportunities. The nature of job in Banks is tough and

work load is very high. So, work load may be one of the factors to have lesser job satisfaction.

According to Bakker and Demerouti (2007), work load leads to lesser job satisfaction. However,

some studies found the challenge stressors and job satisfaction are negatively correlated

(Webster, Beehr, Love, 2011; Amah, 2014). The mix results of challenge stressors and job

satisfaction may be due to the reason that the working environment is different. Challenges

stressors might be considered as opportunity where working environment is favorable and vice

versa.

By nature hindrance stressors are negatively perceived due to eliciting conflicts and

ambiguity like doubts concerning job, hence decreasing employee job satisfaction. In job,

hindrance Stressors will create obstacles as a result of job ambiguity and job overload, will

influence employee performance in an organization and will initiate unfavorable effects causing

negative relationship with job satisfaction. In a setting with perceived hindrance stressors will

deplete skills and resources, will not achieve set goals and targets generating a negative

association with job satisfaction. Identical outcomes were reported in previous studies

(Podsakoff et al. 2007; Amah, 2012). Moreover, hindrance stressors as compared to challenge

stressors are more constantly associated to adverse work outcomes, and those employees who

considered hindrance stressors as barriers reported lesser job satisfaction (Webster, Beehr, Love,

2011).

Islamic work ethics has significant positive association with job satisfaction and the same

was found in the current study. Our results regarding IWE and job satisfaction indicate the same

results with the previous studies (Schwepker, 2001; Koh & Boo, 2001; Weeks et al, 2004;

Rokhman, 2010; Khan et al. 2015). Employees, who consider their work as virtue, will be

having greater level of job satisfaction. Work facilitates individual to be autonomous and is the

cause of self interest and satisfaction. Success and growth in job depends on hard working, so if

an individual wants to go up in the job will follow the work ethics irrespective of the stress and

hurdles.

The important input of this study was to find the interactive effect of IWE in relationship

of Challenge- Hindrance stressors and job satisfaction. The result shows that the combined effect

of challenge stressor and IWE was significant. It points out that the relation of challenge stressor

and job satisfaction was moderated by IWE. The relation between challenge stressor and job

satisfaction was reported insignificant but when the IWE was combined with the challenge

stressor the relation was significant. Muslims workers implement their religious values (Khan et

al, 2015). All the employees were Muslims and the high level of work ethics and the stronger

support to follow the Islamic beliefs urged them to ignore the stress factor and exhibited high

level of job satisfaction.

The combined effect of IWE and hindrance stressor had insignificant impact on job

satisfaction. The association between hindrance stressor and job satisfaction was not moderated

by IWE. The hindrance stressors are considered negative in nature and it was proposed that the

negative impact of hindrance stressor on job satisfaction will be moderated by IWE. It was

though that IWE will eliminate the negative effect of hindrance stressors on job satisfaction but it

was reported that this relationship was not moderated with high or low level of IWE. The

participants were expected to assume value IWE and moral fineness. It might be due to the

reasons that high job insecurity, role conflict and role ambiguity lead to hindrance stressors. Any

blunder in bank can cause to lose the job. So, it may be due to the factors that participants of the

current study ignored the IWE and considered the hindrance stressor as barrier.

Managerial Implications

The finding of the present study provides some implication for managers who are

considering working in Islamic markets. Managers may play a imperative role in promoting IWE

in their organizations. Among different organization’s core values, ethics is considered one of

them (Carrol and Buchholtz, 2006). Islam is the only religion providing the comprehensive set of

values for human life. Moreover, it is not possible that the code of ethics be the same around the

world (Rice, 1999). So, it is the duty of the managers working in multinationals corporations in

the Islamic countries to develop such code of ethics which are acceptable to Islamic society. This

will help employees to follow Islamic code of ethics and in result will be beneficial both the

employees and organizations.

Limitations and Directions for Future Research

The data for this research study was gathered from Banks, operating in Pakistan. Further

researcher is needed to be conducted in such organizations where working hours are long or

there are more chances of experiencing stress like health care organizations, courier services and

airlines, due to the reason of generalizability. The respondents were at their mid career (37.6%),

it is therefore suggest that if only the data is gathered from the employees who are at the start of

their careers, may result in a different way. The data used in this study was gathered by using the

convenience sampling techniques, in order to avoid the bias in data multi sources data is

recommended to be gathered for further research.

This research include public and private banking sector, providing possibilities if same

research to be conducted in any other sector like insurance companies. With job satisfaction,

extra organizational stressors (gender, technology) might have different relationship in existence

of IWE as moderator, providing possibilities of future research.

References

Abuznaid, S. (2006). Islam and management: what can be learned?.Thunderbird International Business Review, 48(1), 125-139.

Akinrele, A. B., Osamwonyi, I., & Amah, O.E. (2003). Work-family conflict model: Application of Aryee’s model. African Journal for the Psychological Studies of Social Issues, 10, 3-16.

Ahmad, M. S. (2011). Work ethics: an Islamic prospective. International Journal of Human Sciences, 8(1), 850-859.

Ahmad, K. (Ed.). (1976). Islam: Its meaning and message. Islamic Foundation.

Aghdasi, S.; Kiamanesh, A. R.; Ebrahim, A. N., (2011). Emotional Intelligence and organizationalcommitment: testing the mediatory role of occupational stress and job satisfaction. Procedia social and Behavioural Sciences, 29, 1965-1976.

Ali, J. A. (1988). Scaling an Islamic work Ethics. Journal of Psychology, 126 (5), 507-517.

Ali, J. A. & Al-Owaihan, A. (2008). Islamic work ethics: a critical review. Cross Cultural Management an International Journal, 15 (1), 5-19.

Ali, J. A. &, Al-Kazemi A. (2007). Managerial problems in Kuwait. The Journal of Management Development, 21 (5), 366-375.

Ali, A. J. 1992. Islamic work ethic in Arabia. Journal of Psychology 126(5): 607-520.

Ali, A. (1987). Value Systems as Predictors of Work Satisfactions of Arab Executives. International Journal of Manpower, 8(2), 3-6.

Amah, O. E. (2014). Challenge and hindrance stress relationship with job satisfaction and life satisfaction; the role of motivation-to-work and self-efficacy. International Journal of Humanities and Social Sciences, 4(6), 26-37.

Amah, O. E. (2012). The role of self-efficacy in the relationship involving challenge and hindrance stressors and job satisfaction. International Journal of Advances in Management and Economics, 1(5), 37-44.

Aryee, S., Fields, D., & Luk, V. (1999). A cross-cultural test of a model of the work-family interface. Journal of management, 25(4), 491-511.

Arvey, R. D, & Murphy, K. R. (1998). Performance evaluation in work settings. Annual Review of Psychology, 49, 141-168.

Ashford, S. J., Lee, C., & Bobko, P. (1989). Content, cause, and consequences of job insecurity: A theory-based measure and substantive test. Academy of Management journal, 32(4), 803-829.

Bateman, T. S. & Organ, D. W. (1983). Job satisfaction and the good soldier: the relationship between affect and citizenship. Academy of Management Journal, 26, 587-595.

Batool, S. M. K., Gul, A., & Shahzad, K. (2013). Combined Effects of Ethical Leadership and Islamic Work Ethics (IWE) on Organizational Commitment and Job Satisfaction. Journal of Islamic Business and Management, 3(1), 35-50.

Beehr, T. A., Jex, S.M., Stacy, B.A., & Murray, M.A. (2000). Work stressors and Coworker support as predictors of individual strain and job performance. Journal of Organizational Behavior, 21, 391-405.

Beehr, T. A., & Newman, J. E. (1978). Job stress, employee health, and organizational effectiveness: a facet analysis, model, and literature review. Personnel psychology, 31(4), 665-699.

Behrman, D. N., & Perreault Jr, W. D. (1984). A role stress model of the performance and satisfaction of industrial salespersons. The Journal of Marketing, 9-21.

Bokemeier, J. L., & Lacy, W. B. (1987). Job values, rewards, and work conditions as factors in job satisfaction among men and women. The Sociological Quarterly, 28(2), 189-204.

Boswell, W. R., Olson-Buchanan, J. B., & LePine, M. A. (2004). The relationship between work-related stress and work outcomes. The role of felt-challenge, job control, and psychological strain. Journal of Vocational Behavior, 64, 165–181.

Bouma, G., Haidar, A., Nyland, C., & Smith, W. (2003). Work, religious diversity and Islam. Asia Pacific Journal of Human Resources, 41(1), 51-61.

Boyd, N. G., Lewin, J. E., & Sager, J. K. (2009). A model of stress and coping and their influence on individual and organizational outcomes. Journal of Vocational Behavior, 75(2), 197-211.

Brown, S. P. and Peterson, R.A. (1994), The effect of effort on sales performance and job satisfaction. Journal of Marketing, 58, 70-80.

Cavanaugh, M. A., Boswell, W. R. Roehling, M. V., & Bouderau, J. W. (2000). An empirical examination of self-reported work stress among U.S. managers. Journal of applied psychology, 85, 65-74.

Campbell, J. P., Mchenry, J. J., & Wise, L. L. (1990). Modeling job performance in a population of jobs. Personnel Psychology, 43, 313-333.

Carlson, D. S., & Kacmar, K. M. (2000). Work–family conflict in the organization: Do life role values make a difference? Journal of Management, 26(5), 1031-1054.

Caroll, A. B., & Buchholtz, A. K. (2006). Business and Society-Ethics and Stakeholders.  Management, Thomson South-Western,.

Cherrington, D.J. (1994). Organizational behavior (2nd ed.). Boston: Allyn and Bacon, Inc.

Cherrington, D. J. (1980). The work ethic: Working values and values that work. Amacom.

Chusmir, L. H., & Koberg, C. S. (1988). Religion and attitudes toward work: A new look at an old question. Journal of Organizational behavior, 251-262.

Chye Koh, H., & Boo, E. F. H. (2004). Organisational ethics and employee satisfaction and commitment. Management Decision, 42(5), 677-693.

Crane, A., & Matten, D. (2007). Business ethics: Managing corporate citizenship and sustainability in the age of globalization. Oxford University Press, USA.

De Witte, H. (1999). Job insecurity and psychological well-being: Review of the literature and exploration of some unresolved issues. European Journal of Work and Organizational Psychology, 8, 155-177.

Dollard, M. F., Winefield, H.R., Winefield, A.H., and de Jonge, J. (2000). Psychosocial job Strain and productivity in human service workers: A test of the demand-control-support model. Journal of Occupational & Organizational Psychology, 73, 501-510.

Eastman, W., & Santoro, M. (2009). The importance of value diversity in corporate life. Business Ethics Quarterly, 13(4), 433–452.

Fisher, C. D., & Gitelson, R. (1983). A meta-analysis of the correlates of role conflict and ambiguity. Journal of applied psychology, 68(2), 320-333.

Folkman, S., Lazarus, R. S., Gruen, R. J., & DeLongis, A. (1986). Appraisal, coping, health status, and psychological symptoms. Journal of Personality and Social Psychology, 30, 571-579.

Ganster, D. C., & Schraubroeck, J. (1991). Work stress and employee health. Journal of Management, 17, 235-271.

Hartline, M. D., & Ferrell, O. C. (1996). The management of customer-contact service employees: An empirical investigation. The Journal of Marketing, 52-70.

Hazwani, M., & Malek, A. (2010). The Impact of Job Stress on Job Satisfaction Among University Staff: Case Study at Jabatan Pembangunan, University Sains Malaysia (USM), Pulau Pinang (Doctoral dissertation, Universiti Utara Malaysia).

Heider, F. (1958). The psychology of interpersonal relations. New York: Wiley.

Ivancevich, J. M. (1986). Life events and hassles as predictors of health symptoms, job performance, and absenteeism. Journal of Occupational Behavior, 7, 39 -51.

Ivancevich, J. M., Matteson, M. T., & Preston, C. (1982). Occupational stress, Type A behavior, and physical well being. Academy of Management Journal, 25, 373-391.

Jex, S. M. (1998). Stress and job performance: Theory, research, and implications for managerial practice. Thousand Oaks, CA: Sage

Jex, S. M., & Bliese, P. D. (1999). Efficacy beliefs as a moderator of the impact of work-related stressors: a multilevel study. Journal of applied psychology, 84(3), 349.

Jex, S. M., & Yankelevich, M. (2008). Work stress. The SAGE handbook of organizational behavior, 1, 499-518.

Kahn, R. L., Wolfe, D. M., Quinn, R. P., Snoek, J. D., & Rosenthal, R. A. (1964). Organizational stress: Studies in role conflict and ambiguity. New York Willey.

Kalbers, L. P., & Cenker, W. J. (2007). Organizational commitment and auditors in public accountin.Managerial Auditing Journal, 22( 4), 354-375.

Kim, B. P., Murrmann, S. K., & Lee, G. (2009). Moderating effects of gender and organizational level between role stress and job satisfaction among hotel employees. International Journal of Hospitality Management, 28(4), 612-619.

Khan, K., Abbas, M., Gul, A., & Raja, U. (2015). Organizational justice and job outcomes: Moderating role of Islamic Work Ethic. Journal of Business Ethics, 126(2), 235-246.

Koh, W.L., & Lim, C. (1996). Stress in social work: Testing a Singaporean sample. Research and Practice in Human Resources Management, 4, 25-41.

Lambert, E., & Hogan, N. (2009). The importance of job satisfaction and organizational commitment in shaping turnover intent a test of a causal model. Criminal Justice Review, 34(1), 96-118.

Lavelle, J., Rupp, D.E., & Brockner, J. (2007). Taking a multifoci approach to the study of justice, social exchange, and citizenship behavior: The target similarity model. Journal of Management, 33, 841-866.

Lazarus, R. S., DeLongis, A., Folkman, S., & Gruen, R. (1985). Stress and adaptational outcomes. American Psychologist, 40, 770-779.

Lazarus, R. S., & Folkman, S. (1984). Stress, appraisal, and coping. New York: Springer.

Lee, K., & Allen, N. J. (2002). Organizational citizenship behavior and workplace deviance: the role of affect and cognitions. Journal of applied psychology, 87(1), 131-142.

LePine, J.S., LePine, M.A., & Jackson, C.L. (2004). Challenge and hindrance stress: Relationships with exhaustion, motivation to learn, and learning performance. Journal of Applied Psychology, 89, 883-891.

LePine, J. A., Podsakoff, N. P., & LePine, M. A. (2005). A meta-analytic test of the challenge stressor-hindrance stressor framework: An explanation for inconsistent relationships among stressors and performance. Academy of Management Journal, 48, 764-775.

MacKenzie, S. B., Podsakoff, P.M., Paine, J.B. (1999). Do citizenship behaviors matter more for managers than for salespeople? Journal of the Academy of Marketing Science, 27, 396-410.

McCauley, C. D., Ruderman, M. N., Ohlott, P. J., & Morrow, J. E. (1994). Assessing the developmental components of managerial jobs. Journal of Applied Psychology, 79, 544-560.

Mengüç, B. (1996). The influence of the market orientation of the firm on sales force behavior and attitudes: Further empirical results. International Journal of Research in Marketing, 13(3), 277-291.

Morrow, P. C., & McElroy, J. C. (1987). Work commitment and job satisfaction over three career stages. Journal of Vocational Behavior, 30(3), 330-346.

Motowidlo, S. J., & Van Scotter, J. R. (1994). Evidence that task performance should be distinguished from contextual performance. Journal of Applied Psychology, 79(4), 475-480.

Naqvi, S. M. H., Khan, M. A., Kant, A., & Khan, S. N. (2013). Job Stress and Employees’ Productivity: Case of Azad Kashmir Public Health Sector. Interdisciplinary journal of contemporary research in business, 5(3), 525-542.

Netemeyer, R.G., Boles, J.S., McKee, D.O. and McMurrian, R. (1997). An investigation into the antecedents of organisational citizenship behaviors in a personal selling context. Journal of Marketing, 61 (3),85-98

Organ, D. W. & Lingl, A. (1995). Personality, satisfaction, and organizational citizenship behavior. The Journal of Social Psychology, 135, 339-350.

O‘Brien, K. E. and Allen, T. D. (2008). The relative importance of correlates of organizational citizenship behavior and counterproductive work behavior using multiple sources of data. Human Performance, 21, 62 – 88.

Ohly, S., & Fritz, C. (2010). Work characteristics, challenge appraisal, creativity, and proactive behavior: A multi-level study. Journal of Organizational Behavior, 31, 543-565.

Parboteeah, K. P., Paik, Y., & Cullen, J. B. (2009). Religious groups and work values a focus on Buddhism, Christianity, Hinduism, and Islam.International Journal of Cross Cultural Management, 9(1), 51-67.

Podsakoff, N. P., LePine, J. A., & LePine, M. A. (2007). Differential challenge stressors hindrance stressors relationships with job attitudes, turnover intentions, turnover, and withdrawal behavior: A meta-analyses. Journal of Applied Psychology, 92, 438-454.

Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bacharach D. G. (2000). Organizational Citizenship Behaviors: A Critical Review of the Theoretical and Empirical Literature and Suggestions for Future Research. Journal of Management, 26 (3), 513–563.

Reisel, W. D., Probst, T. M., Chia, S. L., Maloles, C. M., & König, C. J. (2010). The effects of job insecurity on job satisfaction, organizational citizenship behavior, deviant behavior, and negative emotions of employees. International Studies of Management & Organization, 40(1), 74-91.

Rice, G. (1999). Islamic ethics and the implications for business. Journal of business ethics, 18(4), 345-358.

Robie, C., Ryan, A.M., Schmieder, R.A., Parra, L.F., & Smith, P.C. (1998). The relation between job level and job satisfaction [Electronic version]. Group and Organization Management Thousand Oaks, 23(4), 470-495.

Rokhman, W. (2010). The effect of Islamic work ethics on work outcomes. Electronic Journal of Business Ethics and Organizational Studies, 15(1), 21-27

Rose M. (2003). Good Deal, Bad Deal? Job Satisfaction in Occupations. Work Employment Society, 17; 503.

Sadozai, A. M., Marri, M. Y. K., Zaman, H. M. F., Yousufzai, M. I., & Nas, Z. (2013). Moderating role of Islamic Work Ethics between the relationship of Organizational Commitment and Turnover Intentions: A Study of Public Sector of Pakistan. Mediterranean Journal of Social Sciences, 4(2), 767.

Sadri, G., & Marcoulides, G.A. (1994). The Dynamics of occupational stress: Proposing and testing a model. Research and Practice in Human Resources Management, 2, 1-19.

Saks, A. M., Mudrack, P. E., & Ashforth, B. E. (1996). The relationship between the work ethic, job attitudes, intentions to quit, and turnover for temporary service employees. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l'Administration, 13(3), 226-236.

Semmer, N. K., McGrath, J. E., Beehr, T. A., Dalton, S. O., Johansen, C., Ross, L., ... & Chrousos, G. P. (2005). Handbook of Stress, Medicine and Health.

Schwepker, C. H. (2001). Ethical climate's relationship to job satisfaction, organizational commitment, and turnover intention in the salesforce. Journal of business research, 54(1), 39-52.

Shore, L. M., Tetrick, L. E., Lynch, P., & Barksdale, K. (2006). Social and economic exchange: Construct development and validation. Journal of Applied Social Psychology, 36(4), 837-867.

Simmons, B. L., & Nelson, D. L. (2001). Eustress at Work: The relationship between hope and health in hospital nurses. Health Care Manage Review, 26, 7-18.

Song, L. J., Tsui, A. S., & Law, K. S. (2009). Unpacking employee responses to organizational exchange mechanisms: The role of social and economic exchange perceptions. Journal of Management, 35(1): 56–93.

Syed, J., & Ali, A. J. (2010). Principles of employment relations in Islam: a normative view. Employee Relations, 32(5), 454-469.

Tubre, T. C., & Collins, J. M. (2000). Jackson and Schuler (1985) revisited: A meta-analysis of the relationships between role ambiguity, role conflict, and job performance. Journal of management, 26(1), 155-169.

Turnipseed, D. L., Rassuli, A. (2005). Performance perceptions of organizational citizenship behaviors at work: a bi-level study among managers and employees. British Journal of Management, 16, 231-244.

Uddin, S. J. (2003). Understanding the framework of business in Islam in an era of globalization: a review. Business ethics: A European Review, 12(1), 23-32.

Van Dyne, L., Cummings, L., Parks, J. (1995). Extra role behaviors: In pursuit of construct and definitional clarity. Academy of Management Journal, 37, 765-802.

Vroom, V. H. (1964). Work and motivation. New York: Wiley.

Wallace, J. C., Edwards, B. D., Arnold, T., Frazier, M. L., & Finch, D. M. (2009). Work stressors, role-based performance, and the moderating influence of organizational support. Journal of Applied Psychology, 94(1), 254.

Weber, M. (1958). The protestant ethic and the spirit of capitalism. New York: Scribner

Webster, J. R., Beehr, T. A., & Love, K. (2011). Extending the challenge-hindrance model of occupational stress: The role of appraisal. Journal of Vocational Behavior, 79(2), 505-516.

Weeks, W. A., Loe, T. W., Chonko, L. B., & Wakefield, K. (2004). The effect of perceived ethical climate on the search for sales force excellence. Journal of personal selling & sales management, 24(3), 199-214.

Weiss, D. J., Dawis, R. V., & England, G. W. (1967). Manual for the Minnesota Satisfaction Questionnaire. Minnesota studies in vocational rehabilitation.

Williams, L. J., & Anderson, S. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of Management, 17, 601–617.

Yousef, D. A. (2000). The Islamic work ethic as a mediator of the relationship between locus of control, role conflict and role ambiguity-A study in an Islamic country setting. Journal of Managerial Psychology, 15(4), 283-298.