Search from the Journals, Articles, and Headings
Advanced Search (Beta)
Loading...
Loading...
Loading...
Loading...
Loading...
Loading...

ظلمتِ روئے فلک مطلعِ انوار ہوئی


ظلمتِ روئے فلک مطلعِ انوار ہوئی
چھا گیا نورِ مبیںؐ آمدِ سرکار ہوئی

صدقۂ نورِ نبیؐ حضرتِ عبداللہؓ تک
نخلِ عدنان کی ہر شاخ ثمر بار ہوئی

تابِ خورشید نے کرنوں کا لبادہ اوڑھا
رُوئے مہتاب پہ رعنائی نمودار ہوئی

اُنؐ کے کردار نے جینے کے قرینے بخشے
’’اُنؐ کی آمد سے حیات اپنی ضیا بار ہوئی‘‘

اُس طرف چشمِ عنائت سے خدا نے دیکھا
ذاتِ محبوبِ خداؐ جس کی طرفدار ہوئی

جانِ عالمؐ کا سفر عالمِ بالا کی طرف
طائرِ وقت کی پرواز گرفتار ہوئی

ربِّ ھب لی کی دعاؤں کی بدولت عرفاں
کشتیٔ بارِ گنہ پل سے مری پار ہوئی

Perinatal Death Surveillance and Response: A Secondary Analysis of Nepal’s Efforts

This paper presents Nepal’s experience regarding perinatal death surveillance and the country’s response in reducing preventable perinatal deaths. In developing this paper, evidence of perinatal mortality in Nepal is brought from secondary sources, mainly the assessment report of Maternal and Perinatal Death Surveillance and Response (MPDSR) system. As of 2019, this initiative has been implemented in 77 hospitals across Nepal. Challenges and barriers in implementing the MPDSR system need to be brought to attention, as the system is being scaled up to 110 hospitals. Data from the Perinatal Death Review revealed that 72% of the maternal deaths occurred during the post-partum period, due to (i) post-partum haemorrhage, (ii) hypertensive disorder, (iii) pregnancy-related infections, and (iv) non-obstetric causes. In 70% of the cases such deaths could have been prevented. Majority of perinatal deaths, at 71%, were stillbirths, mainly due to low child weight of less than 2500 grams. In conclusion, there is urgent need for the national guidelines for MPDSR system to be amended, additional and continued training provision to the health workforce, improvement in the coordination and feedback mechanism, and strengthening of the information management system

Perceived Leadership Styles and Employee Engagement: Moderating Role of Psychological Empowerment. an Empirical Study on Retail Store Employees in Pakistan

Retail is the third largest sector of Pakistan after agriculture and industry, contributing 18% of Gross Domestic Product (GDP). From the last few years, retail sector in Pakistan is witnessing exponential growth where local brands are expanding their foot prints and international brands are penetrating with larger scale. With these industry dynamics, it is very crucial for the organizational leaders to engage and retain right employees as it effects customer services, work environment and ultimately financial results of the business. This study investigated the relationship between perceived leadership style and employee engagement. The study also investigated the relationship between perceived leadership styles and behavioral outcomes of employee engagement. The study further investigated the moderating effect of psychological empowerment on the relationship between leadership styles and employee engagement. Survey questionnaire was used to collect data from 429 employees working in retail organizations. For data analysis, researcher used statistical software SPSS 22 to conduct descriptive analysis, analysis of variance, correlation and reliability analysis and AMOS 24 to conduct normality, confirmatory factor analysis and structural equation modelling. The findings of the study in the socio-cultural context of Pakistan concluded that classical leadership style is negatively associated with employee engagement. However, transactional leadership style, visionary leadership style, and organic leadership style have positive relationship with employee engagement. The research also concluded that there is an inverse relationship between classical leadership style and behavioral outcomes ‘say’, ‘stay’ and ‘strive’ of employee engagement. Also, there is positive ii relationship between transactional leadership style, visionary leadership styles, organic leadership style and behavioral outcomes say, stay and strive of employee engagement. The study further concluded that psychological empowerment does not moderate the relationship between classical leadership style and employee engagement. It is also elucidated that psychological empowerment does not moderate the relationship between transactional leadership style and employee engagement. However, psychological empowerment restraints the positive relationship between visionary leadership style and employee engagement. Also, psychological empowerment restraints the positive relationship between organic leadership style and employee engagement. This study has theoretical as well as practical implications. This study is unique in Asian context; specially in the socio-cultural context of Pakistan. This study has significant contribution in retail sector as Pakistan has world’s fastest growing retail sector. This study has contributed in the theory by broadening the known understanding of leader member exchange theory in Asian context and in retail sector. This study has significant contribution for the industry practitioners as outcomes of this study are useful in leadership development strategies. This study has unique contribution as it has espoused Avery’s leadership paradigm which is rarely investigated in relationship with employee engagement and behavioral outcomes of employee engagement.
Asian Research Index Whatsapp Chanel
Asian Research Index Whatsapp Chanel

Join our Whatsapp Channel to get regular updates.