VPerformance appraisal in an Islamic-based development institution plays an important role to ensure that work movement can be appraised and becomes a guide towards improvement as well as to be beneficial to employees and the surrounding environment until the target of the institution is achieved. To describe this matter, this article will outline two objectives. The first objective is to identify performance appraisal in Islamic based-development institutions; and the second objective is to analyse the performance appraisal in the Islamic based-development institutions based on the Islamic universality principle. Next, this article uses library study for the purpose of data collection. After that, the collected data is analyse using the content analysis method. The findings of this article show that the universality principle is an important element in enforcing performance appraisal in Islamic development institutions so that the management may evaluate according to the true guidelines and contribute to the development of an institution to achieve the intended goals.
Ahmad, F. A. (2016). Konsep pengurusan institusi pembangunan berteraskan Islam. Kuala Lumpur: Dewan Bahasa dan Pustaka.
Al-Attas, S. M. N. (2005). Islamic Philosophy: An Introduction. Journal of Islamic Philosophy 1, 11-43.
Al-Faruqi, I. (2008). Islam dan kepercayaan lain. Kuala Lumpur: Institut Terjemahan Negara Malaysia Berhad.
Al-Qaradhawi, Y. (2009). Fiqih jihad: Sebuah karya monumental terlengkap tentang jihad menurut al-Quran dan Sunnah. Pustaka Mizan: Bandung.
Asad, M. (2007). The principles of state and government in Islam. Kuala Lumpur: Islamic Book Trust.
Dallmer, D. (2004). Collaborative relationship in teacher education: A personal narrative of conflicting roles. Curriculum inquiry, 34(1), 29-45.
Fijiacmuti, Z. (2017) Performance appraisal activities in the 21st century: issues and challenges. International Journal of Innovatite Research and Knowledge, 2(3), 53-64.
Harun, M. H., & Abdullah, L. (2017). Muamalat ribawiyah dalam doktrin fiqh al-Aqalliyat: satu huraian. Prosiding The International Seminar on Islamic Jurisprudence in Contemporary Society.
Kamri, N. A. (2007). Perlaksanaan kod etika Islam di industri pembangunan berteraskan Islam: kajian kes di Lembaga Tabung Haji Malaysia. Tesis Ijazah Doktor Falsafah yang diserahkan kepada Universiti Sains Malaysia.
Kastin, S., & Ahmad, S. (2005). Ekonomi Islam: Dasar dan Amalan (2th Ed.). Kuala Lumpur: Dewan Bahasa dan Pustaka.
Kuhnert, K. W., & McCauley, D. P. (1992). The profesional manager: New and empirk. New York: McGraw-Hill.
Khairuldin, W. M. K. F. B. W., Embong, A. H., Hassan, S. A., Yasin, M. F. M., & Anas, W. N. I. W. N. (2019). Strategic management in fatwa-making process. Academy of Strategic Management Journal, 18(4), 1-6.
Mohamed, H. A. B. (2015). Sistem pengurusan Islam yang berkualiti mampu menjamin kepuasan pekerja: Suatu realiti dan cabaran masa hadapan. Global Journal al-Thaqafah, 3(1), 67-84.
Mordhah, N. (2012). Self-Accountability: The link between self-accountability and accountability in Islam. International Journal of Humanities and Social Sciences, 2(5), 240-245.
Panel Akademi Pengurusan Yapeim. (2010). Pengurusan Islami Menghayati Prinsip Dan Nilai Qurani. Kuala Lumpur: Akademi Pengurusan YaPEIM.
Poon, J. M. L. (1994). Pengurusan sumber manusia. Kuala Lumpur: Dewan Bahasa dan Pustaka.
Salleh, M. S. (2002). Pembangunan berteraskan Islam. Kuala Lumpur: Utusan Publications and Distributors Sdn. Bhd.
Yusof, A. A. (2015). Penilaian prestasi dari perspektif Islam. Kuala Lumpur: Dewan Bahasa dan Pustaka.
Yusof, A. A. (2018). Penilaian prestasi barah dalam organisasi. Kuala Lumpur: Dewan Bahasa dan Pustaka.
Zuhdi, M. H. (2011). Istiqamah dan konsep diri seorang muslim. RELIGIA, 14(1).
In-Text Citation: (Ibrahim, Poad, Yusof, 2020)
To Cite this Article: Ibrahim, A., Poad, A. F. M., Yusof, A. A. (2020). Principles of Islamic Universality in The Implementation of Performance Appraisal in Islamic-Based Development Institutions. International Journal of Academic Research in Business and Social Sciences. 10(9), 943-951.
Copyright: © 2020 The Author(s)
Published by HRMARS (www.hrmars.com)
This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode
