Researchers from the Faculty of Economics and
Business at Muhammadiyah University of Bengkulu have identified emotional
intelligence, organizational commitment, and voluntary work behavior as
decisive factors shaping employee performance in Islamic banking. The study,
led by Khairul Bahrun and published in 2026 in the International
Journal of Finance and Business Management, examined employees at Bank
Syariah Indonesia (BSI) KCP Bengkulu Panorama and offers practical insight
for banks navigating human resource challenges in a competitive, service-driven
industry.
The research matters because Islamic banks depend
heavily on trust, customer relationships, and teamwork. In this context,
employee performance is influenced not only by technical skills but also by
emotional control, loyalty to the organization, and a willingness to go beyond
formal job descriptions.
Why Employee Performance Matters
in Islamic Banking
Islamic banking in Indonesia continues to expand
alongside rising demand for ethical and Sharia-compliant financial services.
This growth has intensified pressure on banks to maintain service quality,
regulatory compliance, and customer satisfaction. Branch-level performance,
especially in regional offices, plays a critical role in sustaining public
trust.
At Bank Syariah Indonesia KCP Bengkulu Panorama,
management had observed uneven performance, unresolved operational issues, and
signs of work stress among staff. These challenges reflect broader concerns
across the banking sector: how to maintain productivity while managing
emotional strain, commitment, and collaboration among employees.
The Bengkulu-based research team focused on three
human factors often discussed separately but rarely examined together in
Islamic banking: emotional intelligence, organizational commitment,
and organizational citizenship behavior (OCB).
How the Study Was Conducted
The researchers used a quantitative survey
approach involving all 38 employees at Bank Syariah Indonesia KCP
Bengkulu Panorama. Because the total workforce was relatively small, the study
applied a total sampling method, ensuring that every employee’s
perspective was included.
Data were collected through structured
questionnaires using a five-point Likert scale and analyzed with multiple
linear regression. The analysis measured how strongly each factor influenced
employee performance, both individually and simultaneously.
In simple terms, the study examined how well
employees manage emotions, how loyal they feel to the organization, how often
they help beyond formal duties, and how these traits translate into measurable
work performance.
Key Findings at a Glance
The results show a clear and consistent pattern:
all three factors significantly improve employee performance.
Main findings include:
- Emotional
intelligence has
a positive and significant effect on performance. Employees who can
regulate emotions, manage stress, and empathize with others tend to work
more effectively.
- Organizational
commitment
shows the strongest influence among the three variables. Employees who
feel attached to organizational values and future prospects perform
better.
- Organizational
citizenship behavior (OCB)—such as helping colleagues and showing
initiative beyond job requirements—also contributes significantly to
higher performance.
- Together,
these three factors explain 44.3 percent of the variation in
employee performance at the branch.
Statistically, all effects were significant,
confirming that emotional and behavioral factors are not secondary issues but
core drivers of productivity in Islamic banking.
An Important Insight: Commitment
Is Powerful but Weak
One of the most striking findings is the gap
between impact and reality. Organizational commitment had the strongest
effect on performance, yet it recorded the lowest average score among
employees.
This suggests that while commitment is highly
influential, it remains underdeveloped. Employees reported weaker emotional
attachment to the organization, limited satisfaction with teamwork, and
uncertainty about long-term career growth.
According to the researchers, this gap represents
both a risk and an opportunity. Strengthening commitment could yield immediate
performance gains without major structural changes.
What This Means for Banks and
Policymakers
The findings carry practical implications for
Islamic banks, regulators, and human resource managers:
- For
banks,
training programs should move beyond technical banking skills and include
emotional intelligence development, stress management, and interpersonal
communication.
- For
management,
improving organizational commitment requires clear career paths,
transparent promotion systems, and a supportive work climate.
- For
policymakers and educators, the study highlights the need to integrate
emotional and behavioral competencies into professional banking education.
Voluntary behaviors such as helping colleagues and
protecting the organization’s reputation—often overlooked in performance
metrics—prove to be valuable assets in service-based financial institutions.
Voices from the Research
Reflecting on the findings, the authors from
Muhammadiyah University of Bengkulu emphasize that employee performance in
Islamic banking is deeply human-centered.
As ethically paraphrased from the research team, employees
who are emotionally aware, loyal to organizational values, and willing to
contribute beyond formal duties form the backbone of sustainable performance in
Islamic financial institutions. This perspective aligns with the core values
of Islamic banking, which emphasize cooperation, trust, and shared
responsibility.
Author Profile
Khairul Bahrun, Dinda Salsabila Kenedi, Eti
Arini, Hernadianto, Budi Astuti researcher
in Human Resource Management Faculty of Economics and Business, Muhammadiyah
University of Bengkulu Field of expertise: employee performance, emotional
intelligence, organizational behavior, and Islamic banking management.
Source
Journal
Article Title: Employee
Performance in Islamic Banking: The Role of Emotional Intelligence,
Organizational Commitment, and Organizational Citizenship Behavior
Journal: International Journal of Finance and Business Management
Publication Year: 2026
DOI: https://doi.org/10.59890/ijfbm.v4i1.166
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