Effective leadership always plays an important role in the growth and better performance of the organization. This research has been conducted to determine the impact of transformational and transactional leadership style on job success and career satisfaction. A total of 240 responses (n = 240) from various private organizations working in the capital city of Pakistan were collected using various measures of TLI Questionnaire along with items of job success and career satisfaction. Results showed positive trends of all variables. Transactional leadership is found significantly related to job success while transformational leadership and job success are found highly related with career satisfaction. The results of regression analysis show that job success is more dependent on transformational and transactional leadership as compared to career satisfaction. Managerial implications are presented based upon these results.

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This study is based on the assumption that "a happy worker is a productive worker". The research was conducted to identify the significance of those factors that lead towards job satisfaction and commitment of employees working in the telecom sector of Pakistan. The associations among pay and benefits, performance appraisal system, career development and management, supervision and collegiality and open communication (independent variables) were investigated with job satisfaction (dependent variable). The relationship between job satisfaction (dependent variable) and job commitment (outcome) was also hypothesized. Through questionnaire survey responses from 221 employees working at managerial and non-managerial positions were collected, which showed the significant association of supervision and collegiality and open communication on job satisfaction. Furthermore, job satisfaction was also found highly correlated and dependent upon job commitment. Managerial implications and conclusions are presented based upon these results.

A vast majority of research characterizes organizational politics as an aversive phenomenon and thus recommends exploring the factors that minimize its intensity. This study primarily endeavored to examine the role of high performance work practices (HPWPs) in controlling organizational politics. The moderating influence of Machiavellian personalities on HPWPs- politics was also evaluated. Through a questionnaire survey, 243 responses were obtained from engineers working in a local industrial area of capital city of Pakistan. The results showed an inverse relationship between HPWPs and perceived organizational politics (POP), and the moderating role of Machiavellianism was substantiated. Practical implications are presented based on the study results.

Purpose: To retrospectively assess operative supervision for orthopaedic trainees over an 18 week period when trauma and orthopaedic consultants changed their on call working practice from one week on call to a four day/three day block, during a fortnight period. Outcome: The rota changes had important implications on workload and consultant availability to supervise juniors during operation with a positive effect upon training such that trauma surgery supervision rates increased significantly (p,0.001) after the introduction of these new working arrangements. Working life for consultants and ultimately patient care were also felt to improve and consultants' working hours were closer to the European working hours directives.A t present surgical training is at crossroads with recent implementation of the European Working Time Directive (EWTD), the Calman Training scheme, and now modernising medical careers (MMC) (that is, a shorter working week for fewer years) on the one hand and the preservation of the highest British standards in surgical training on the other. Thus new challenges are emerging because of a shorter length of training with fewer opportunities for hands on experience. These changes have affected training and supervision of junior doctors. 1 Before our audit, nine orthopaedic consultants each had been on call for one week at a time where there had been delays in operating (because of routine commitments), disruption to outpatient clinics, and large numbers of patients admitted. This lead to unpredictability of the workload and consultants were finding it difficult to be present for both trauma and their elective commitments. At that time juniors felt that they were not having a high enough level of supervision. This led to the whole structure of the on call trauma take to be rearranged. Driven by the forthcoming European directive to limit working hours, the consultants elected to change their traditional working practice upon the above stated ''4:3'' split-that is, a continuous four day on call commitment in week one and a three day on call commitment in week two.The new rota has meant that consultants are now either on call from Friday to Monday with ''respite leave'' until the following Thursday, or from Monday to Thursday with ''respite leave'' until the following Monday. New to the system is that while on call, the consultants have a commitment to perform or supervise all trauma cases each weekday until 5 pm, and to be present in the theatre suite at weekends to supervise all juniors on call.During the on call and ''respite'' periods, all routine clinics and operating lists were cancelled for the on call firm. This was intended to allow time the on call consultant extra time for the management of trauma patients, and for operative supervision of junior staff.The aim of this study was to assess the effect of the new 4:3 rota on the working practice of consultants and further the impact on supervision of junior staff operating on trauma patients. Additionally, the study aimed to evaluate consul...