The research was conducted to understand the possible relationship of talent management and its four facets with role performance of the employees working in telecom sector of Pakistan. To test the hypotheses of the study, the data based on 262 respondents was collected through simple random sampling method. The primary data was collected by distributing print outs of the questionnaire for which scales were adapted from previous studies. The relationship of talent management and its facets with employee performance was tested through step wise multiple regression analysis. The relationship of talent retention with role performance was not supported by the data. Whereas, other facets of talent management viz. training and development, talent attraction and career development were having substantial relationship with role performance. In addition to this, the relationship between talent management and role performance was found positive and significant. Due to limited financial resources and paucity of time, the study has some limitations. The study is conducted based on cross sectional design and limited the sample to one major city of the country. Whereas, the longitudinal study with more geographical coverage can give more generalized results.

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The study is focused on finding the relationship between different dimensions of ethical climate and organizational commitment of the employees working in NGOs operating in Pakistan. To test the hypotheses of the study, the primary data of 317 respondents was collected through an adopted questionnaire for which representatives of the researchers personally visited the employees working in different NGOs. SPSS was used for data analyses and hypotheses were tested through stepwise multiple hierarchical regression analysis. Based on data analysis, study found that principle and benevolent ethical climates have a significant and positive relationship with organizational commitment while egoistic ethical climate indicated an insignificant relationship with organizational commitment. Thus, by establishing principle and benevolent type of ethical climate, it emerged organizational commitment of employees working in NGOs can be enhanced. The study has some limitations including the cross-sectional design and geographical coverage. The cross – sectional design limited the results to a specific time, while data was collected from Lahore and Islamabad only as a result of geographical limitation compromising the generalizability of the results.

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Growing trends such as globalization, internationalization, and diversity management have increased the use of HRM practices in the South Asian region. In the recent past, various reform initiatives taking place have propelled the public sector HRM in an opportunistic direction. HRM in Pakistan is still passing through a preliminary phase. The culture in Pakistan's public sector organization is highly centralized and bureaucratic with political interference on practices. It is a descriptive study framed in a mixed-method approach. A comparative analysis has been conducted of three semi-autonomous state-owned enterprises of Pakistan which are Water and Power Development Authority (WAPDA), Water and Sanitation Agency (WASA), and Sui Northern Gas Pipelines Limited (SNGPL). The current research's theoretical bases are taken from the revised version of CAF 2013 model by the European Institute of Public Administration. The research objectives are twofold: To study the people criterion of CAF in WAPDA, WASA and SNGPL, and to determine the strengths and weaknesses of these enterprises required to identify areas of improvement. The qualitative data will be collected through 45 in-depth interviews; analyzed through thematic analysis. The quantitative data is analyzed through scores given by interviewers and documentary secondary evidence. The current research will be significant as it will assist other public sector organizations in using quality management techniques and improve the performance of their organizations by following the footsteps of WAPDA, WASA, and SNGPL. Keywords: HRM system; Pakistan; Common Assessment Framework; Public sector. JEL Codes: M10; O15