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The authors suggest that employees offset their work–family conflict (WFC) levels with their pay satisfaction levels, on the basis of exchange and justice theories. Data was randomly collected from public sector teachers working in 95 public sector primary and secondary schools located in Islamabad and Rawalpindi cities, Pakistan. Results indicate that satisfaction with pay has a negative relationship with WFC. An analysis of the dimensions of pay satisfaction indicate that satisfaction with pay level, benefits level and pay structure was negatively related to WFC, but pay raises were not. Age moderate the relationship between satisfaction with pay and WFC such that higher pay satisfaction decreases WFC more for younger employees than the older employees.

The study's goal is to see how servant leadership and corporate culture affect work engagement. While leadership has been proven to have an impact, the effect and procedure underlying work engagement has attracted scant attention. Despite the fact that servant leadership followers are more inclined to be involved, this is especially relevant of servant leadership. We investigate the role organizational culture plays like a potential mediator in the study below, seeking to discover whether servant leadership builds organizational culture that, as a result, enhances work engagement. Overall,we find strong evidence suggesting servant leadership can forecast organizational culture along with the other extensions related to job engagement which include dedication, absorption and vigor, while organizational culture, undermines the effect of servant leadership style. Lastly,all three components of work engagement are positively related to an organization's culture.

Purpose: This study is an endeavour to find the effect of human resource development on organisational performance. Human resource development is essential for better organisational productivity and effectiveness.Research purpose: This study specifically investigates the impact of organisational context, resourcing, training and development, skills, attitude and behaviour on organisational performance.Design/Methodology/Approach: This research study focuses on manufacturing companies in Islamabad and Rawalpindi, Pakistan. A standardised questionnaire with a response rate of 85% was used to gather data from a random sample of 50 manufacturing companies. The structural equation modelling technique was used for data analysis.Findings: Organisational performance has a positive association with all the independent factors studied in this article: resourcing, training and development, employees’ abilities, employee attitudes, employee behaviour and the organisational context. In addition, the outcomes of this research support the idea that human resource development methods might have a favourable influence on manufacturing business performance. There is no direct correlation between resourcing and organisational performance, although training and development activities are favourably connected with it.Contribution: For the first time, this research aims to evaluate how human resource management (HRM) influences organisational performance in Pakistan by examining theoretically created pathways between key exogenous and endogenous factors.

The focus on the belief system of employees and workers in organizations, as it is a hidden and under the radar system that actually creates a huge impact on the performance of an employee as well as on organizational performance. It is postulated that those who believe that the world is unjust,may try to be unjust with the world i.e., the people around them, and vice versa. We developed a theoretical framework and then collected data based on the hypothesized relationship. SPSS 21 was employed to run various tests to carry out the analysis. The target population was store/shop managers and a sample of 222 was selected as respondents. After analysis, results show great insights, as based on those perceptions having belief in a just world may have better contentment with life and they may be retained in the organization.Thus, employee retention may lead further to better organizational performance and culture. It was found that both the hypotheses were accepted and this study can have great theoretical and practical implications for the researchers and for the practitioners in organizations as well