Purpose -To investigation the centrality of islamic work ethic (IWE) in the lives of managers in Kuwait and provide a useful insight into the nature of work environment and organizational culture. Design/methodology/approach -The participants were 762 managers randomly selected from government and private sectors. Among participants 50 per cent were female; 73 per cent were Kuwaitis. Two measures were used: IWE and Loyalty scales. Correlation analysis and one-way multivariate analysis along with frequency distribution were used to analyze the data. Findings -The results indicated that managers scored high on IWE and loyalty scales. There was a positive high correlation between the two measures. Demographic and organizational variables had significant influence on managerial orientations. In particular, it was found that expatriates scored higher than Kuwaiti managers on both IWE and loyalty and men scored relatively higher than women on IWE. Practical implications -Based on findings specific implications related to work environment, strengthening work involvement, and enhancing organizational loyalty were identified. Furthermore, the interplay of tradition and economic prosperity and their impact on IWE were briefly examined. Originality/value -The paper highlights not only the importance of work ethics in a relatively rich country but also provides a useful insight into the linkage between IWE and loyalty and the changing nature of work in a country that has recently experienced profound social and economic changes.

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Work values and the loyalty (commitment to hard work, profession, and principles) of 762 managers in Kuwait were investigated. The results indicated that managers scored high on work values and loyalty. Furthermore, there was a high positive correlation between the two measures. Demographic and organizational variables had significant influence on managerial orientations. Specifically, expatriates and female managers showed a high commitment to work values and loyalty.

This article investigates managerial problems in Kuwait. A total of 762 managers participated in the study. Managers perceived that the most important problems are: primacy of personal relationships over work relationships, favoritism and personal loyalty at work, subjectivity in evaluation and promotion, unwillingness to shoulder responsibilities, multiplicity of rules and regulations, rigid and obsolete administrative systems and policies, and influence of cliques in the workplace. No significant results were found between expatriates and nationals in their perception of managerial problems. Implications for policymakers, senior Kuwaiti managers, and multinational corporations were provided.

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