Modeling the Impact of Islamic Human Resource Management on Employees’ Professional Development: The Mediating Role of Knowledge Sharing Motivation in East Azerbaijan Province Gas Company

Document Type : Research Paper

Authors

1 . Associate Professor, Department of Public Administration, Bonab Branch, Islamic Azad University, Bonab, Iran

2 M.A. in Public Administration, Bonab Branch, Islamic Azad University, Bonab, Iran.

Abstract

Extended Abstract
 
Introduction and Objectives: In contemporary organizational contexts characterized by rapid technological shifts, global uncertainty, volatile market demands, and heightened operational risks, human resource systems play a pivotal role in building organizational resilience and sustaining long-term success. These challenges are more pronounced in strategic and infrastructure-based industries—particularly the gas sector—where even minor disruptions can affect national security, economic continuity, and public well-being. The gas industry’s critical role in ensuring stable energy supply, high standards of safety, operational reliability, and responsiveness to innovation requires a workforce that not only performs with technical proficiency but also demonstrates adaptability, commitment, professional growth, and continuous learning.
Located in a geopolitically and industrially important region, East Azerbaijan Gas Company is one of the key pillars of Iran’s natural gas distribution network. The organization directly influences regional development, public welfare, and the operational continuity of industrial and residential sectors. Given this strategic responsibility, the company must cultivate a highly capable, motivated, and professionally developed workforce. Conventional human resource approaches alone are insufficient to meet these new professional and ethical expectations. Instead, more value-driven, human-centered models such as Islamic Human Resource Management (IHRM)—which emphasizes justice, integrity, respect, trust, consultation, and human dignity—offer a more culturally congruent and ethically grounded approach. IHRM has the potential to enhance employees’ competencies and commitment while strengthening social cohesion and organizational climate.
However, the mechanisms through which IHRM influences professional development are not yet fully understood. One promising mechanism is knowledge sharing motivation, a psychological and behavioral factor that drives employees to voluntarily exchange expertise, experiences, and insights. In knowledge-intensive organizations like gas distribution companies, knowledge sharing is crucial for improving safety outcomes, technical problem solving, and collective learning. Therefore, this study aims to model and empirically test the impact of Islamic human resource management on employees’ professional development, with a focus on the mediating role of knowledge sharing motivation in East Azerbaijan Province Gas Company.
Method: This applied research adopts a descriptive–correlational design and is conducted within the quantitative paradigm. The study population includes all 516 employees of East Azerbaijan Gas Company, encompassing operational, technical, administrative, and managerial units. Using Cochran’s formula and a proportional stratified sampling method to ensure representativeness across organizational units, a sample of 220 employees was selected.
Data were collected using three standardized instruments:

Islamic Human Resource Management Questionnaire (Niknamjo, 2017)
Professional Development Questionnaire (Spiders, 2007)
Knowledge Sharing Motivation Questionnaire (Giau & colleagues, 2000)

Face validity was established through expert evaluation by faculty members specializing in human resource management and organizational behavior. Instrument reliability was confirmed using Cronbach’s alpha coefficients, all of which exceeded acceptable thresholds. Structural Equation Modeling (SEM) with Partial Least Squares (PLS3) was employed to examine the causal relationships among constructs and assess the fit of the conceptual model.
Results: The results demonstrated that Islamic human resource management has a strong and significant influence on employees’ professional development (β = 0.593, t = 9.474). IHRM also exerts a significant positive effect on knowledge sharing motivation (β = 0.690, t = 19.656), indicating that employees respond positively to ethical, fair, and trust-based HR practices by showing greater willingness to share knowledge.
Furthermore, knowledge sharing motivation itself significantly predicts employees’ professional development (β = 0.291, t = 4.123). To assess mediation, the Sobel test was applied. The resulting z-value of 4.013, which exceeds the 1.96 threshold at the 99% confidence level, confirms that knowledge sharing motivation significantly mediates the relationship between Islamic HRM and professional development. Thus, Islamic HRM contributes not only directly but also indirectly—through enhanced motivation for knowledge exchange—to the professional growth of employees.
Discussion and Conclusion: The findings underscore the significance of Islamic human resource management as an effective and culturally aligned framework for developing employees’ professional capabilities within the gas industry. IHRM promotes transparency, justice, cooperation, and mutual respect, thereby shaping a supportive organizational climate. When employees experience fairness and moral integrity in HR practices, they are more inclined to engage in constructive behaviors such as knowledge sharing. This exchange of knowledge functions as a powerful mechanism that accelerates learning, strengthens expertise, enhances problem-solving capacities, and ultimately contributes to employees’ professional development.
The mediating role of knowledge sharing motivation clarifies how Islamic HRM practices translate into developmental outcomes. Strengthening the motivational drivers for knowledge sharing—such as trust, organizational support, perceived value, and intrinsic satisfaction—amplifies the developmental influence of IHRM. Therefore, organizational strategies should combine ethical HRM principles with targeted initiatives that encourage collaborative learning and knowledge exchange.
 
Acknowledgments: We express our sincere appreciation to the employees and management of East Azerbaijan Gas Company for their cooperation and support throughout the research process. We also extend special thanks to the Islamic Azad University, Bonab Branch, for providing academic and research assistance.
Conflict of Interest:
The authors declare no conflict of interest.

Keywords

References

 
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Journal of Studies in Religion, Spirituality & Management
Volume 12, Issue 25 - Serial Number 25
December 2025
Pages 87-123

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