ڈاکٹر ڈی ، اے ، اسمتھ
ماہ گذشتہ میں آکسفرڈ سے ڈاکٹر ڈی، اے، اسمتھ، ال، ڈی کی وفات کی خبر موصول ہوئی ۔ ڈاکٹر موصوف مشرقی علوم سے خاص شغف رکھتے تھے، اور تاریخ ہند کے ایک مستند عالم سمجھے جاتے تھے۔ تقریباً ۱۸۷۰ء میں وہ ہندوستان میں ایک سویلین کی حیثیت سے آئے تھے، اور صوبہ متحدہ کے مختلف اضلاع میں مختلف مناصب پر فائز رہ کر کوئی بیس سال ہوئے پنشن لے کر وطن واپس گئے۔ ہندوستان کے سی (۳۰) سالہ قیام میں وہ نادر سکہ جات، کتبات وغیرہ بیش بہا تاریخی مواد فراہم کرتے رہے اور ملازمت سے سبکدوش ہونے کے بعد انھوں نے تاریخ ہند پر متعدد تصانیف شایع کیں، مثلاً اکبر اعظم، راجہ اشوک کا دورِ حکومت، وغیرہ جن میں سے بعض کتابیں ہندوستانی یونیورسٹیوں کے اعلیٰ نصابِ درس میں بھی داخل ہیں، ان کی آخری ضخیم تصنیف ’’آکسفرڈ ہسٹری آف انڈیاــ‘‘ حال ہی میں شایع ہوئی تھی۔ رایل ایشیاٹک سوسائٹی نے تمغوں اور دیگر اعزازات سے ان کی علمی خدمات کا بار بار اعتراف کیا تھا۔ (مارچ ۱۹۲۰ء)
A Sufi poet, teacher and philosopher, Hallaj was executed on the orders of an Abbasside caliph for uttering these words, taken to mean Hallaj as claiming himself to be God. After more than a decade of imprisonment, Hallaj was eventually executed publically in Baghdad in the year 922. He is seen by many as a revolutionary writer and teacher of his time, when practices of mysticism were not meant to be shared publically. Yet he remains a controversial figure, revered by Rumi, hated by many, he was labeled an intoxicated Sufi and is still read today. After his arrest in Sūs and a lengthy period of confinement (c. 911–922) in Baghdad, al-Ḥallāj was eventually crucified and brutally tortured to death. A large crowd witnessed his execution. He is remembered to have endured gruesome torture calmly and courageously and to have uttered words of forgiveness for his accusers. In a sense, the Islāmic community (ummah) had put itself on trial, for al-Ḥallāj left behind revered writings and supporters who courageously affirmed his teachings and his experience. In subsequent Islāmic history, therefore, the life and thought of al-Ḥallāj has been a subject seldom ignored. Here we get a realistic overview about him and his teachings.
Previous research linking high performance work systems and organizational performance, mainly done at organizational level of analysis, is declared managerially biased. Moreover, researchers are exploring the mediating mechanisms linking high performance work system with performance outcomes and termed this issue as ‗black box‘ debate in the literature. In addition to this, previous studies have been criticized for using intended, instead of implemented, high performance work system highlighting that intended may not be implemented, by the line managers, in same way throughout the organization. Keeping in view these gaps in literature, this study attempts to investigate the relationship of implemented high performance work system with bank branch performance and employee outcomes, and the mediating processes for explaining these relationships. Drawing upon mutual gains perspective of HRM, this study, first, hypothesizes that implemented high performance work system is positively related to both bank branch performance and employee outcomes (employee engagement, service performance and service oriented organizational citizenship behavior). Further, based upon resource based view of the firm, the study hypothesizes that implemented high performance work system and bank branch performance relationship is mediated by branch level collective human capital. In the last, using social exchange theory, this study also investigates organizational justice dimensions (distributive justice, procedural justice and interactional justice) as mediating mechanisms for explaining the relationship between implemented high performance work system and employee outcomes. For this multilevel study, survey technique is used to obtain data from 323 bank branch managers and 1369 front line employees of 30 commercial banks operating in Punjab, Pakistan. For data analysis, structural equation modeling is employed to test branch level, whereas hierarchal linear modeling is used to test cross-level proposed relationships of the study. Findings of the study indicate that (i) implemented high performance work system is positively related with bank branch collective human capital and bank branch performance; (ii) branch level collective human capital partially mediates the relationship between implemented high performance work system and branch performance; (iii) implemented high performance work system is significantly related with three dimensions of organizational justice and employee outcomes and (iv) distributive justice, procedural justice and interactional justice perceptions partially mediates the relationship between implemented high performance work system and employee outcomes. This study contributes into literature through proposing and empirically examining a comprehensive integrative framework linking implemented high performance work system with branch performance and employee outcomes, and the intermediary mechanisms for explaining these direct relationships. In specific, findings of the study support the mutual gains perspective of human resource management (i.e. human resource management is beneficial for organization and employees both) and that human capital of bank branch emerges as intervening mechanism to explain the relationship between implemented high performance work system and branch performance. Further, employees‘ justice perceptions are also emerged as important factor in explaining the effects of implemented high performance work system on employee outcomes. The findings of this study also assist organizations and HR practitioners in understanding the role of line managers in effective implementation of high performance work system and the focus areas (intermediary mechanisms) for such systems to favorably influence both bank branches performance and employee outcomes.