The aim of this study is to explore how entrepreneurship sustains the barriers in the entrepreneurial process in a developing country like Pakistan. To reach these findings, a qualitative approach was used in which semi-structured interviews were conducted with young entrepreneurs in the region of Hyderabad, Pakistan. After collecting data, thematic analysis was conducted. The findings of the study in the form of final themes suggest that trust issues, family barriers, financial issues, gender issues, educational barriers, corruption, and legal barriers are among the challenges which trigger changes in the entrepreneurial process and its sustainability. This study provides implications for the regional government, academic institutes, financial institutes, entrepreneurs, and society at large when developing a support system and promoting a sustainable entrepreneurial environment by minimizing these challenges and suggestions for an entrepreneurial focus on sustainable entrepreneurship.

Green HRM (GHRM) methods are being used by companies to foster sustainability expectations and then evaluate environmental sustainability. The effects of GHRM practices on employee commitment, behavior, and corporate environment sustainability were the main focus of this study. Green HRM methods can be used strategically to address and enhance workplace environmental challenges. The core aim is to explore how GHRM practices are crucial to establishing a long-lasting environment in businesses. It is a matter of giving importance to employee engagement behavior, creating a work environment that is safe and healthy for the employees, and lowering pollution and waste production, through which the environmental performance can be enhanced by the organizations. Since this research aims to investigate the relationship and results of GHRM practices, corporate environmental performance, and employee engagement behavior, implementing green HRM practices will boost profitability. This inquiry contributes to the body of literature review and critical analysis by highlighting the advantages of corporations' green actions and the role of GHRM practices in recent advancements. By emphasizing the benefits of companies' environmental initiatives and the part green HRM practices play in modern advances, it also contributes to the corpus of previous assessments and critical analysis.

Employee empowerment is a critical strategy for enhancing organizational performance, yet its application within the hierarchical cultural contexts of non-Western industries, such as Pakistan's textile sector, remains understudied. This research addresses this gap by investigating the manifestation and impact of empowerment practices at KHAADI, a leading Pakistani fashion brand. A qualitative case study approach was employed, utilizing semi-structured interviews and focus group discussions with a purposive sample of 30 employees and managers from various departments and hierarchical levels. Data were analysed using thematic analysis to identify perceived empowerment practices and their correlation with job satisfaction. The analysis revealed that empowerment practices, particularly delegated decision-making, supportive leadership feedback, and recognition, significantly enhanced job satisfaction. Employees reporting high autonomy demonstrated greater intrinsic motivation, innovation, and a 40% higher self-reported satisfaction score. However, the effectiveness of empowerment was heavily moderated by managerial style, with significant inconsistencies observed across departments. A key finding was the critical role of cultural context, where traditional hierarchies both constrained full autonomy and increased the value of supportive, trust-based leadership. Empowerment is a potent driver of job satisfaction and performance at KHAADI, but its success is contingent on consistent implementation and adaptation to the local socio-cultural environment. This study provides contextualized evidence from a developing economy, challenging the direct transferability of Western-centric empowerment models and offering practical implications for human resource management in similar cultural and industrial settings. References Adebayo, I., Babalola, A., Bakare, T., & Ayeni, K. (2020). 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In the contemporary era, employee retention poses a significant challenge for organizations, particularly within the banking sector. In this scenario, empowering employees is crucial for retaining and boosting their performance. To explore the relationship of empowerment with job satisfaction among baking industry employees the study using quantitative research method approach that is based closed ended questionnaire. Information was gathered from 280 commercial bank workers. Data were collected from 280 employees of a commercial bank. Regression analyses reveal that various dimensions of employee empowerment, including power, reward, knowledge, and information, Positive and considerable impact on job satisfaction. Empowering bank workers with decision-making authority and workplace expertise leads to improved job satisfaction. This study suggests that empowerment strategies are essential for enhancing staff retention and morale. Practical recommendations are proposed for banking management to improve empowerment programs for long-term human resource development.