54. Al-Qamar/The Moon
I/We begin by the Blessed Name of Allah
The Immensely Merciful to all, The Infinitely Compassionate to everyone.
54:01
a. The Last Hour has drawn near,
b. and the moon has been split open.
54:02
a. But whenever they see a Sign, they turn away, and mock:
b. Just the ‘same old deception, continuing!’
54:03
a. And they belie it and follow their whims.
b. But every matter will reach its proper end - so they will know the truth.
54:04
a. Certainly enough of the narratives of the fate of the former disbelieving nations would have
already come in which there is deterrence,
54:05
a. narratives full of far reaching wisdom,
b. yet the warnings do not benefit them.
54:06
a. So turn away from them.
b. The Time is going to come when the Caller will call all people to a horrible event;
54:07
a. with their eyes humbled, they will emerge out of their graves as if they were swarms of locust, looking confused and bewildered,
54:08
a. scrambling in a stampede and rushing towards the Caller.
b. The disbelievers will say remorsefully:
c. ‘This is such a difficult time!’
54:09
a. Before them the People of Noah too had belied OUR Messages and Messenger,
b. and they belied OUR servant Noah, and alleged:
c. ‘He is insane!’
d. And he was rebuked and prevented from advocacy.
54:10
a. So he appealed to his Rabb - The Lord in utter helplessness:
b. ‘I have certainly been overpowered.
c. So help’ me!
Languages are considered God-gifted and human being is far superior in linguistic skills as compared to other creatures. Language is associated with the civilization and demise of a language leads to death of that civilization. The words and phrases of a language are the outcome of specific epistemological environment of a civilization and cannot be used in the same mining in any other language.
This study was based on human resource management (HRM) and performance linkages, and reviewed existing available HRM-Performance perspectives to iden- tify an alternate perspective for HRM. The most suitable option in literature was organizational justice (OJ) and its major dimensions. The objective of this study was to identify the missing theories of OJ, which if included would further sub- stantiate OJ and its major dimensions. Census method was used to collect data from faculty members and their respec- tive head of department of private higher educational institutions operated in Pakistan. A 5-point Likert scale was used which provided data from both types of respondents. A total of 966 questionnaires were distributed amongst the faculty members and their respective head of department. Out of 966 questionnaires, 588 successful questionnaires were returned with a response rate of 60 percent. The reliability of measures were evaluated through Cronbach''s alphas; while, the valid- ity were evaluated through expert opinion along with con rmatory factor analysis. One sample t-test and simultaneous equation models (three path mediated model) were used for testing of our eight hypotheses. The results re ect that the well identi ed missing theories in existing OJ scales include: external equity, equality, need, due process model, interaction with col- leagues, interaction with top management, and upward communication. Further, majority of experts opinion on missing theories (our proposed additions) have ap- peared on positive side, that is, they were more inclined toward agreed side than disagreed. Moreover, therstve econometric models (4.1-4.5) used for testing of hypotheses, one each for each of the OJ dimension have been signi cant on the basis of F-value. Additionally, majority of our proposed additions and existing sub-dimensions turn out to be signi cant, in therstve econometric models. Similarly, the last four econometric models (4.6-4.9) used to test the mediating mechanism of overall justice and employees'' job satisfaction have also been found signi cant on the basis of F-value. The mediated e ect of overall justice, and employees'' job satisfaction were also found statistically signi cant. Finally, the last model (4.13) used to test the moderating a ect of organizational size was sta- tistically signi cant; however, only two variables, that is, overall justice and rater procedural justice provide signi cant results. On the basis of results, it is concluded that there exist considerable theoretical gaps and misconceptions in existing OJ scales and literature. Further, presently missing theories (external equity, equality, downward communication, etc.), should be added to the existing dimensions of OJ to complete the concept. Moreover, OJ dimensions as measured through their sub-dimensions contributes towards over- all OJ, which in turn lead to employees'' job satisfaction, which further lead to employees behavior.