Browsing by Author "Jawaria Fatima"

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IMPACT OF FOURTH INDUSTRIAL REVOLUTION ON EMPLOYMENT IN PAKISTAN
(Library Information Services, COMSATS University Islamabad, Lahore Campus, 2020) Kiran Imran; FA17-BBA-108; Jawaria Fatima; LHR TP 6633
The purpose of the study is to examine multiple discussions on the impacts of technology on employment. The fourth industrial revolution is an era of advanced information and communication-based technology. The fourth Industrial Revolution is impacting the economy more strongly. The conditions for the labor market, however, remain unclear. This research seeks to predict and plan for problems relevant to workplace health and safety of employment and also to get to know about the impact of Fourth Industrial Revolution on employment in Pakistan. The main purpose was to explore out the challenges that Pakistan have to face because of fourth industrial revolution and also its impact on employment due to frequent changes in automation, Artificial Intelligence and Robots. So, the only step to secure technical feasibility in an automated workforce would be training and up-skilling existing employees. Educational emphasis will ensure that individuals are better positioned to take advantage of this new period of advanced automation. This study concludes that through creativity would require proper opportunities for jobs to be provided to those who are better prepared for these kind of developments.
Impact of Subordinate’s Perception of Leader Member Exchange on performance: Moderating role of Social Powers
(Library Information Services, COMSATS University Islamabad, Lahore Campus, 2016) Jawaria Fatima; FA11-MSMS-017; Dr. Asma Imran; LHR TP 4713
The current study intends to clarify the role of Leader-member exchange at work place. The study aims on two objectives. Firstly, the study focused on impact of perceived quality relationship of subordinate’s leader member exchange with their supervisor/manager on performance proxies such as affective commitment, organizational citizenship behavior, intention to leave and mastery orientation. Secondly, it examines the moderating role of perceived social powers (Positives and negatives) in LMX and performance proxies’ relationship. The study has opted quantitative approach, by collecting questionnaires from cellular Mobile companies licensed under Pakistan Telecommunication Authority and different Textile companies listed on All Pakistan Textile Mills Association. The data of 295 was collected from middle managers. The paper provides empirical insight on how positive and negative social powers moderates the relationship between LMX and Performance proxies. Social powers have shown to moderate the relationship between LMX and performance proxies. Firstly, as it was a cross sectional study, the biasness could have cause to change some of the relationships. Secondly, the study has focused on two of the sectors. Therefore, the proposed hypotheses are encouraged to be tested in different sectors. The current has concluded implications for the manager, who needs to focus on LMX to improve employee performance at work place. Leaders/Managers/supervisors need to understand which social powers have positive impact on LMX and performance. This would help them to improve their satisfaction level and keep them more motivated at workplace, thus they will less likely to leave the organizations.
Sustainable Business Models and Innovations
(Library Information Services, COMSATS University Islamabad, Lahore Campus, 2020) Ahmad Nasir Siddiqui; FA16-BAF-018; Jawaria Fatima; LHR TP 6615
Pigneur & Osterwalder defines business models as theoretical tool to help recognize that how organizations do businesses and how it can be utilized for the analysis, contrast and valuation of performances, innovation, and administration. Business models concerns by how organizations describes their competitive strategies by the design of goods & services they offer in the marketplace, ways they charge, the cost of production, distinguishes themselves by further organizations through value propositions, and organization participates their own value chain by other organizations in the value networks.