Purpose: This paper seeks to explore the influence of workplace spirituality on employee behavior within organizational settings. Design: Systems thinking is used to explore various interrelated concepts of workplace spirituality (WPS). This study delves into the intricate interactions between WPS and its impact on employee behavior. By highlighting the significance of WPS, the research establishes a foundation for fostering innovation and creativity, facilitating meaningful connections among employees within organizations. Additionally, WPS plays a crucial role in reducing workplace incivility. Causal Loop Diagrams (CLDs) as part of a systems thinking approach are utilized to visually depict the complex interplay of variables and feedback loops within organizations, offering insights into polarities and presenting a long-term perspective on how spiritual initiatives affect the workplace. Results: The findings indicate that WPS assists employees in comprehending their roles, enhancing productivity, increasing motivation, and fostering job satisfaction. Furthermore, WPS contributes to improved employee engagement, satisfaction, and decision-making. Significance: The research underscores the explicit involvement of employees in achieving favorable outcomes and enhances our understanding of the perceptions held by employers and employees regarding their roles and engagement. The study suggests that enhancing employees’ performance is achievable in workplaces where individuals comprehend their roles and align them with the job objectives. Novelty: This paper is unique in two aspects. Firstly, it strives to integrate the fragmented and diverse literature on the outcomes of WPS using a systems thinking approach. Secondly, it raises awareness, particularly in developing countries like Pakistan, regarding the importance of incorporating organizational capabilities into organizational practices.

Purpose: Microfinance institutions (MFI) must adapt to rapidly changing market conditions, including stringent regulations and diverse customer demands, necessitating a high absorptive capacity. This research elucidates how organizational culture promotes knowledge sharing, thereby enhancing an organization’s ability to absorb and utilize new knowledge, with particular attention to the moderating role of MFI size.Design/methodology/approach: Data were collected from 450 randomly selected employees of MFIs in Pakistan. Hypotheses were tested using structural equation modeling in WarpPLS 8.0.Findings: The findings show that knowledge sharing mediates the relationship between organizational culture and absorptive capacity. The impact is more pronounced in larger MFIs, while smaller MFIs exhibit greater agility in adapting to new knowledge.Practical implications: MFIs, particularly in dynamic markets like Pakistan, should enhance their absorptive capacity by fostering an organizational culture that promotes knowledge sharing. While larger MFIs benefit from structured knowledge-sharing practices, they should address potential bureaucratic impediments to maintain agility.Social implications: By improving absorptive capacity, MFIs can better innovate and tailor their services to underserved communities, contributing to financial inclusion and poverty alleviation in Pakistan. This research provides insights for policymakers and practitioners on fostering sustainable development through strategic organizational practices in MFIs.Originality/value: The findings offer a practical framework linking theoretical concepts from the resource-based and knowledge-based views to real-world applications, particularly in developing economies. It emphasizes the crucial role of organizational culture in enabling MFIs to adapt and thrive in challenging environments.

One of the objectives of this paper is to examine the empirical effects of certain Human Resource Management (HRM) practices and reciprocity as antecedents of knowledge-sharing (KS) behavior. In an organization, human resource knowledge quality plays a key role in the effective performance of the organization by communicating their knowledge with management and co-workers to perform their tasks in a better way. This is possible only when useful and relevant quality knowledge is successfully shared. Despite various studies on this topic, there is little research on KS and HRM practices in developing countries like Pakistan. A survey-based approach is used for data collection from different employees in the banking sector of Pakistan. The hypotheses are formulated based on the four HRM practices and reciprocity. The dataset is critically investigated using structural equation modeling (SEM). The results of this study suggest that reciprocity, recruitment and selection, and performance appraisals have a significant relationship with KS behaviour. Furthermore, KS is independent of employees’ training and development along with incentive systems in organizations. The contribution of this paper is how certain HR practices and employees’ perceptions about reciprocity influence employees’ knowledge sharing in an organization. This paper assists employers, employees, policymakers, and scholars to understand the factors that can promote knowledge sharing. This study also highlights the significant role of Human Resource Practices (HRP).

The purpose of this paper is to investigate the employees’ perceptions about association between specific HRM practices and employees’ knowledge sharing. Based on previous literature, a model is proposed for the study and hypotheses are formulated. The cross-sectional dataset comes from a sample of 390 employees of 19 Pakistani KIFs. Confirmatory factor analyses were employed to evaluate the reliability and validity of the measurement model and the research model was tested using structural equation modeling. The results suggest that specific HRM practices, for instance, recruitment and selection and reward systems show a positive relationship with knowledge sharing, as perceived by the employees of these organisations. We also found a positive relationship among individual and organisational capability in workplaces. A key finding of this study is that recruitment and selection have a much greater impact on knowledge sharing than reward systems. In this study, knowledge-sharing behaviour is examined using specific HRM practices. Findings should be confirmed using a larger sample, as well as through longitudinal study. This study will be beneficial for researchers, practitioners, scholars, organisational leaders and employees. It will also be helpful for those interested in organisational structure and relationships across organisations in knowledge context. This study makes a valuable contribution, given that there is a lack of empirical studies of this nature focusing on the South East Asian region. Our findings are more interesting given that the current study is based on employees’ perception and employees’ views are similar to than that of management’s views in KIFs. Int. J. Soc. Sc. Manage. Vol. 3, Issue-4: 246-255

Modeling and simulation have been used to study tsunamis for several decades. We created a review to identify the software and methods used in the last decade of tsunami research. The systematic review was based on the PRISMA methodology. We analyzed 105 articles and identified 27 unique software and 45 unique methods. The reviewed articles can be divided into the following basic categories: exploring historical tsunamis based on tsunami deposits, modeling tsunamis in 3D space, identifying tsunami impacts, exploring relevant variables for tsunamis, creating tsunami impact maps, and comparing simulation results with real data. Based on the outcomes of this review, this study suggests and exemplifies the possibilities of system dynamics as a unifying methodology that can integrate modeling and simulation of most identified phenomena. Hence, it contributes to the development of tsunami modeling as a scientific discipline that can offer new ideas and highlight limitations or a building block for further research in the field of natural disasters.

The purpose of this article is to explore and investigate the effects of paternal HR practices on the employee behavior outcomes. There is dearth of knowledge research on paternal HR practices in Pakistan, its effect on employee outcomes and organizational performance. The authors have applied a system dynamic approach to explore the interactive effects of paternal HR practices on employee behavior. The paternal HR practices effect the employee job quitting intentions. The paternal HR practices improve the employee loyalty and commitment towards the manager and organization. It induces selfless employee behavior, enhances leader identification, increases social exchange, and fosters the trust. Trust and loyalty bonds an employee in psychological relation with an organization and a manager, leading to employee commitment. The better role identification leads to improved employee performance. Nonetheless, the proposed system of paternal HR practices helps the organizations influence employee behavior strategically, which can help reduce employee turnover. The value of this article lies in the understanding gained about the interactive effects of paternal HR practices on employee resignation with the help of system modeling and learning from the simulation outcomes.