وسدی جھوک دے لوگ
اساں وسدی جھوک دے لوگ ھاسے
ساڈیاں جھمراں میلے جاگے ہن
ساڈے سارے بھاگ سھاگے ہن
ایں ہسدے وسدے ویلے وچ
ہک دھرتی جایا آیا ھا
ساکوں نندروں آنڑ جگایا ھا
او روشن سجھ امیدیں دا
او نور ھا ساڈیاں دیدیں دا
پر وقت دے اندھے آمر کوں
اونھ ویلھے دے ہک جابر کوں
ساڈا رل کے جیونڑ نی بھانڑاں
ساڈا سانجھا تھیونڑ نی بھانڑاں
او غاصب روح دیاں فصلاں دا
او قاتل ساڈیاں نسلاں دا
اونھ خوشبو کو زنجیر کیتا
ساڈے سجھ کوں آنڑ اسیر کیتا
پچھیں رات اندھاری ڈھک گئی اے
اوندیں نانویں وینڑ کریندے ھویں
اونھ نسل دی کمر وی جھک گئی اے
رل سانجھا تھیو مڑ چاھندے ہن
متاں وستیاں ساڈیاں وس پوون
متاں وستیاں ساڈیاں وس پوون
متاں جھوک تے ساول ول آوے
اینہ آس تے ھنڑ پئے جیندے ھیں
اوندا لعل بلاول ول آوے
جیے بھٹوجیے، جہانگیر مخلص
Throughout history, Interfaith Dialogue has been a continuous activity in Muslims and Christians alike. According to the historian, incident of Wafad-e-Najran[i] (Najran’s Delegation) was the first ever regular interaction between Muslims and Christians. Therefore, this incident has an academic and historic importance in Muslim -Christian perspectives. The Holy Quran describes this incident in detail. First 80 verses of Surah Ale-Imran were revealed in this context. Further information is found in the books of Hadith, Seerah and Islamic History. This incident can become a base for modern Muslim- Christian Dialogue and we can derive from it some basic principles of Dialogue. This article elaborates the incident of Wafad-e-Najran, its importance and also derives some important rules from it. These principles are: interfaith tolerance, harmony, communication, understandings, peaceful co-existence, honour and respect, wisdom and beautiful reasoning, common basis for interfaith dialogue, Daw’ah and perfection of Hujjah. This article also describes its applications in the Present Dialogue. [i] Wafad-e-Najran: It is an Arabic word, used in Hadith History and other Islamic literature. It is meant by Najran’s Delegation and I shall use throughout the article as Wafad-e-Najran.
Human Resource Capital is the most integral part of any organization. Retention of human resources is a critical issue these days. Keeping in view the importance of human capital and its retention, present study aimed to explore the impact of two strong predictors, job satisfaction and organizational commitment, on turnover intentions of employees in banking sector of Pakistan. 250 Survey questionnaires are distributed through convenience sampling in Islamic and Conventional banks to elicit responses of professionals among which 207 questionnaires are returned and used for analysis. Linear regression analysis is conducted to recognize the impact of job satisfaction and organizational commitment on turnover intentions. Findings reveal surprisingly contradictory results from previous studies. Job Satisfaction and organizational commitment are having very negligible impact on turnover intentions. However, similar to previous studies both job satisfaction and organizational commitment are negatively correlated with turnover intentions. The study discovered that turnover intentions of employees in banking sector of Pakistan depend on various other factors too. Results reveal that although students are not much satisfied neither they are much committed with the organization but still they have minimal intention towards leaving the organization. Results are surprising but the paradox can be understood by keeping in view few demographics of respondents as well as the economic condition of the country.
The study has significant decision-making suggestions for banks that they are urgently required to look for those critical influential factors that largely affect the turnover intentions of their employees. In addition, banks also need to apply measures to enhance the job satisfaction and organizational commitment of their valuable employees in order to gain sustainable competitive advantage by making them more efficient and productive.