اسلامی خارجہ پالیسی کےبنیادی اصول اور دورجدید کے بین الاقوامی تعلقات

Islam covers all aspects of human life. It is not only a religion but also a complete code of life. Hazrat Muḥammad ﷺ is the last Rasool of Allah Almighty. All his life is a translation and interpretation of the Holly Qur’ān. In this article, it is proved that the fundamental rules of Islamic foreign affairs are the torchbearer and leader for the modern age world. If we make a deep study of Christianity, Judaism, Hinduism or any other religion or school of thought of the world we would not find a complete and permanent solution related to peace, security and prosperity in the world. Islam gives us the golden rules for one person, society or state in the field of making relations with others individually and collectively. Islam lays great stress on equality, social justice, brotherhood and peace not only in the state but across the border too. The fundamental rules of Islamic foreign policy not only emphasize the faith in the oneness of Allah but also the equality among all human beings and all races and nations. Islam builds international relations on a humanitarian base.

Impact of Employee Selection and Employee Development on Organizational Performance: A Study of Government and Private Sector Organizations

This study is conducted to evaluate the affects of employee selection and employee development on organizational performance. Both employee selection and employee development are important issues for organizations. These two variables have the potential to boost up the organizational performance. The Study shows that selection of right person is more critical than development of employee. A little mistake at the time of selection of employee will badly affect the organizational performance. Selections tools used in most of the organizations are out dated. Government organizations do not pay much attention on the development of employees. The study is based on data collected through questionnaire survey from three government and three private organizations located in Islamabad and Rawalpindi. The results indicate that both these variables are positively correlated with organizational performance in government and private organizations but there intensities vary across organization. In government organizations employee selection is positively and significantly correlated with organizational performance, whereas employee development is weakly correlated but not statistically significant. In private organizations both employee selection and employee development are positively and significantly correlated to organizational performance. In government organizations, organizational performance is only 20.7% explained by these two variables while in private organizations it is 56.6%, so this difference clearly depicts that employee selection and employee development are main constituents of organizational performance.