ISSN: 2226-3624
Open access
In the era of 4th industrial revolution, good governance practise has become an important organizational management and administration practice for achieving organizational function and objectives especially in zakat institution. Nowadays, zakat institution became as a central role in many aspects of human life especially among Muslim communities, also function in maintaining the existence and growth of socio-economic. Due to this reason, good governance with the vital elements of leadership and communication are an important element that may affect service quality performance in organization. The capability of employees to appropriately manage leadership and communication practice may lead to a greater level of quality performance towards customers. This research aims to measure the correlation between good governance practice through leadership, communication, and service quality in zakat institution. A cross-sectional technique was employed to collect primary data from 250 respondents who were customer at the zakat institution in Klang Valley. The Partial Least Square Structural Equation Modelling (PLS-SEM) was used in data analyses. The outcomes displayed two important findings: First, the relationship between leadership practice and service quality performance was significant. Second, the relationship between communication practice and service quality performance was significant. Statistically, this result confirms that service quality performance directly enhanced by good governance practice through leadership and communication in studied organization. Further, this research concludes with a discussion on the contributions, limitation. For future research may focus on other elements of construct such as integrity practice to enhance service quality in zakat institution.
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In-Text Citation: (Tamizi et al., 2021)
To Cite this Article: Tamizi, N. A., Lee, U. H. M. S., Ahmad, N. A., & Shafiai, M. H. M. (2021). Enhancing Service Quality Through Good Governance Practice in Zakat Institution. International Journal of Academic Research in Economics and Managment and Sciences, 10(3), 82–92.
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