文章基本信息
- 标题：Possibility of Applying Arabian Management Theory
- 本地全文：下载
- 作者：Mohammed Al-Kasasbeh
- 期刊名称：International Journal of Business and Management
- 印刷版ISSN：1833-3850
- 电子版ISSN：1833-8119
- 出版年度：2016
- 卷号：11
- 期号：10
- 页码：270
- DOI：10.5539/ijbm.v11n10p270
- 出版社：Canadian Center of Science and Education
- 摘要：
The research aims at examining the possibility of applying Arabian management theory by measuring the impact of Arabian management theory pillars (service concept, counseling concept, and justice concept) on employees' performance. A survey questionnaire was distributed to 385 employees at private, public, civil society, and regional organizations in 22 Arabian countries by e-mail to collect the relevant data about research constructs, and test the study hypotheses, where 202 valid questionnaires were retrieved from 14 Arabian countries (Algeria, Bahrain, Egypt, Iraq, Jordan, Kuwait, Morocco, Palestine, Qatar, Saudi Arabia, Sudan, Syria, UAE, and Yemen); which represents 52.47% from distributed questionnaires and 63.64% from Arabian countries.
The study has detected the following findings:
- The perceptions of respondents about all items of Arabian management theory pillars (service concept, counseling concept, and justice concept) are high.
- There is a statistical impact of Arabian management theory pillars (service concept, counseling concept, and justice concept) on employees' performance.
- There are no statistically differences at significant P-value < 0.05 in perceptions of respondents towards Arabian management theory pillars (service concept, counseling concept, and justice concept) attributable to nature of organization.
- There are no statistically differences at significant P-value < 0.05 in perceptions of respondents towards Arabian management theory pillars (service concept, counseling concept, and justice concept) attributable to their countries.
Based on the findings of the study, private, public, civil society, and Arab regional organizations in Arab world are advised to apply Arabian management theory pillars in order to enhance its role in employees' performance through recruiting and hiring leaders who believe in Islamic values and Arab culture. Future studies could be conducted in terms of Arabian management theory on job satisfaction and other related constructs. - 其他摘要：The research aims at examining the possibility of applying Arabian management theory by measuring the impact of Arabian management theory pillars (service concept, counseling concept, and justice concept) on employees' performance. A survey questionnaire was distributed to 385 employees at private, public, civil society, and regional organizations in 22 Arabian countries by e-mail to collect the relevant data about research constructs, and test the study hypotheses, where 202 valid questionnaires were retrieved from 14 Arabian countries (Algeria, Bahrain, Egypt, Iraq, Jordan, Kuwait, Morocco, Palestine, Qatar, Saudi Arabia, Sudan, Syria, UAE, and Yemen); which represents 52.47% from distributed questionnaires and 63.64% from Arabian countries. The study has detected the following findings: - The perceptions of respondents about all items of Arabian management theory pillars (service concept, counseling concept, and justice concept) are high. - There is a statistical impact of Arabian management theory pillars (service concept, counseling concept, and justice concept) on employees' performance. - There are no statistically differences at significant P-value < 0.05 in perceptions of respondents towards Arabian management theory pillars (service concept, counseling concept, and justice concept) attributable to nature of organization. - There are no statistically differences at significant P-value < 0.05 in perceptions of respondents towards Arabian management theory pillars (service concept, counseling concept, and justice concept) attributable to their countries. Based on the findings of the study, private, public, civil society, and Arab regional organizations in Arab world are advised to apply Arabian management theory pillars in order to enhance its role in employees' performance through recruiting and hiring leaders who believe in Islamic values and Arab culture. Future studies could be conducted in terms of Arabian management theory on job satisfaction and other related constructs.
