The effect of Islamic leadership, organizational culture, motivation, work environment, and job satisfaction on employee performance
Rana Rabbad ORCID ↗ · Herni Justiana Astuti · Naelati Tubastuvi ORCID ↗ · Bima Cinintya Pratama ORCID ↗
International Journal of Research in Business and Social Science · 2024 · Vol. 13 / Issue 3 · 205-222
Publication metrics
External links open provider records or DOI searches. Provider counts are not combined. Mendeley readership measures saves, not citations.
Dimensions
Live provider badge. If unavailable, use the Dimensions link above.
Observed 21 Oct 2026, 07:22 UTC
Observed 21 Oct 2026 07:22 UTC
OpenAlex and Mendeley observations refresh on article visits, at most once per 24 hours. Unavailable data is not zero. Google Scholar opens a DOI search.
Citations received by this article, grouped by the year of the citing work. Crossref and OpenAlex lifetime totals remain separate in Publication metrics.
2017–2026 Annual history last updated:
Citations received
OpenAlex · year of the citing work
Hover over a year or focus the chart and use arrow keys to inspect values.
2017–2026 annual-history window. 2026 is year to date. Unknown years have gaps.
View data & coverage
2026 is incomplete. Within a successfully fetched ten-year window, omitted years mean zero. Years beyond a saved observation’s window remain unknown (—). Older citations are excluded, so this chart’s sum may differ from the OpenAlex lifetime total. The date above belongs to this annual history; an unsuccessful refresh keeps the previous observation.
Abstract
This research aims to determine the effect of Islamic leadership, organizational culture, motivation, work environment, and job satisfaction on employee performance. Utilizing a quantitative approach, data was gathered through a survey method using a Likert-type scale with 5 rating options. The population in this study was all the employees of Universitas Muhammadiyah Purwokerto as many as 721 and the sample of 142 respondents was conveniently selected for this research. In this study the technique of analyzing the data using multiple regression analysis and the coefficient of determination test R2. Research results indicate that while organizational culture has no significant effect on employee performance, Islamic leadership, motivation, the work environment, and job satisfaction all positively and significantly affect employee performance. The findings of this research offer insights that can enhance employee performance within organizations. The independent variables Islamic leadership, organizational culture motivation work environment, and job satisfaction have an impact on 69.6% of the employee performance variable at Universitas Muhammadiyah Purwokerto and factors not covered in this study will have an impact on the remaining 30.4% of the employee performance variable. Organizations should prioritize enhancements in Islamic leadership, organizational culture, motivation, work environment, and job satisfaction to achieve this. Strategies for improvement may include fostering learning and development opportunities for employees, cultivating a positive and supportive workplace atmosphere, and providing competitive compensation and benefits packages.
Keywords: {'name': 'Islamic Leadership'}, {'name': 'Organizational Culture'}, {'name': 'Motivation'}, {'name': 'Work Environment'}, {'name': 'Job Satisfaction'}, {'name': 'Employee performance'}
Authors & affiliations
Rana Rabbad
Affiliation not supplied
Herni Justiana Astuti
Affiliation not supplied
Naelati Tubastuvi
Affiliation not supplied
Bima Cinintya Pratama
Affiliation not supplied
Deposited references
Supplied references, not a list of publications citing this article.
DOI: 10.18535/ijsrm/v7i11.sh02
DOI: 10.24818/mer/2019.12-07
Al Jabar, F. A., & Suharnomo. (2023). The influence of Islamic leadership and Islamic work ethic on employee performance with emotional intelligence as an intervening variable (Study of employees of the Ministry of Religion in Central Java Province). Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE), 6(3).
Al-Bukhari, M. (2021). Sahih Al-Bukhari (M. Muhsin Khan, Trans.). IslamHouse. https://d1.islamhouse.com/data/en/ih_books/single/en_Sahih_Al-Bukhari.pdf
DOI: 10.22219/jamanika.v2i04.23805
Aprilynn Clarissa, S., & Saroyeni P, P. (2018). The effect of discipline, motivation and commitment to employee performance. IOSR Journal of Business and Management, 20(6), 31–37. https://doi.org/10.9790/487X-2006013137
DOI: 10.13106/jafeb.2020.vol7.no11.1059
Badrianto, Y., & Ekhsan, M. (2020). Effect of work environment and job satisfaction on employee performance in PT. nesinak Industries. Management and Accounting, 2. http://e-journal.stie-kusumanegara.ac.id
Bragas, N., Santoso, A., & Riyanto, S. (2020). The effect of work motivation, organizational commitment, and job satisfaction on the contract employees performance of PT Bank Rakyat Indonesia Branch Office of Jakarta Daan Mogot. International Journal of Innovative Science and Research Technology, 5(1). www.ijisrt.com
DOI: 10.2478/czoto-2020-0003
DOI: 10.29040/ijebar.v8i1.10998
DOI: 10.31142/ijmei/v4i11.01
DOI: 10.4108/eai.10-8-2022.2320779
Hassan, M., Azmat, U., Sarwar, S., Hussain, S., & Gillani, M. (2020). Impact of job satisfaction, job stress and motivation on job performance: A case from private universities of Karachi. Arabian Journal of Business and Management Review, 76(2), 2020. www.arabianjbmr.com
DOI: 10.1007/s12140-019-09325-7
Jie, I. L. C., Djubair, R. A., & Harun, M. Z. M. (2020). Impact of organizational culture on employees’ performance: A study in multinational corporations in Sarawak. International Journal of Business and Technopreneurship, 10(2).
DOI: 10.52970/grhrm.v2i1.87
DOI: 10.54209/ekonomi.v10i02.146
DOI: 10.33258/birci.v3i2.928
DOI: 10.5267/j.msl.2019.3.011
DOI: 10.7176/DCS/10-5-03
Mulyana, Y., Chaeroni, N., Erlangga, H., Solahudin, M., Sunarsi, D., Anggraeni, N., Masriah, I., Danang Yuangga, K., & Purwanto, A. (2021). The Influence of Motivation, Ability, Organizational Culture, and Work Environment on Teachers' Performance. Turkish Journal of Computer and Mathematics Education, 12(4).
Muzaki, I., & Supriyanto, A. S. (2021). The Effect of Islamic Leadership on Performance Mediated by Organizational Culture: Case Study at PT. Pos Indonesia Malang City. The American Journal of Humanities and Social Sciences Research, 03, 348–354. www.theajhssr.com
DOI: 10.18535/ijsrm/v6i1.el09
Ngozi, E. N., Olalekan Asikhia, P., & Evangeline, N. (2021). Organizational Culture and Organizational Performance: A Review of Literature. International Journal of Advances in Engineering and Management (IJAEM), 3, 361. https://doi.org/10.35629/5252-0301361372
DOI: 10.33258/birci.v4i2.1940
DOI: 10.13106/jafeb.2020.vol7.no8.577
DOI: 10.1108/IJLMA-10-2016-0085
Prasetyo, A., Soleh, M., & Hidayati, N. (2021). The Effect of Islamic Leadership and Islamic Compensation on Employee Performance with Employee’s Commitment as Moderation in Islamic Boarding School’s Businesses. https://doi.org/10.26740/al-uqud.v5n2.p292-306
DOI: 10.29121/granthaalayah.v7.i4.2019.882
Rinny, P., Bohlen Purba, C., & Handiman, U. T. (2020). The Influence of Compensation, Job Promotion, and Job Satisfaction on Employee Performance of Mercubuana University. International Journal of Business Marketing and Management, 5. Retrieved from www.ijbmm.com
DOI: 10.32479/irmm.6920
DOI: 10.21511/ppm.19(3).2021.14
DOI: 10.5267/j.msl.2020.1.001
DOI: 10.20525/ijrbs.v12i9.3055
Sudiardhita Ketut IR, Mukhtar Saparuddin, Hartono Budi, Herlitah, Sariwulan Tuty, & Nikensari Sri Indah. (2018). The Effect of Compensation, Motivation of Employee, and Work Satisfaction on Employee Performance at PT. Bank XYZ (Persero) Tbk.
Supriyanto, A. S., & Ekowati, V. M. (2020). Spiritual Leadership and Islamic Organizational Citizenship Behavior: Examining Mediation-Moderated Process. International Journal of Innovation, Creativity and Change, 13. Retrieved from www.ijicc.net
DOI: 10.5267/j.msl.2019.10.031
DOI: 10.33258/birci.v2i4.619
DOI: 10.3390/su12229687
DOI: 10.47750/QAS/23.187.07
DOI: 10.55047/cashflow.v2i1.430
DOI: 10.5267/j.msl.2021.3.004
DOI: 10.37481/sjr.v1i2.140
DOI: 10.35145/jabt.v3i1.84
DOI: 10.54443/ijebas.v2i2.191
DOI: 10.35723/ajie.v8i2.589
DOI: 10.1108/IJOES-12-2021-0242
DOI: 10.55057/ajrbm.2022.4.1.22