Workplace deviance among employees is one of the most prevalent issues faced by today's organizations globally. Many scholars are keen in studying this phenomenon of workplace deviance because of its high rate of occurrence and severe negative impact on organizations. Research supports the belief that workplace spirituality programs may result in encouraging positive outcomes and can benefit organizations with employees who are more principled, committed, productive, adaptive and innovative. Although, past studies on workplace deviance are well documented, providing an understanding as how situational or individual antecedents may lead to workplace deviance, the problem of workplace deviance remains. Particularly has not been studied from an Islamic perspective. Islam being a comprehensive religion and a complete code of life can provide a suitable solution to manage such an issue. Islamic Piety (Taqwa) is one the most important characteristic of a Muslim. Significantly Islamic spiritual and social responsibility both fall under the purview of Taqwa. An individual holding on to Islamic Piety (Taqwa) can showcase the best of his/her behavior. Therefore the current conceptual study intends to investigate the direct relationships between Taqwa and workplace deviance. In addition this study also proposes to investigate the moderating role of perceived organizational justice (a situational antecedent) between Taqwa and workplace deviance.

Organizations need employees who are committed in their work so that they can contribute to the survival of the organization in the marketplace competition. Organizational commitment can be divided into three components; normative, affective and continuance commitment. There are various factors that influence employees' commitment. These factors can be categorized into four groups; organizational factors, including leadership, culture, structure and processes; individual factors, including personality traits, emotional quotient, intellectual quotient, and spiritual quotient; job factors, including job characteristics, and remuneration systems; and environment factors, including social relationships and physical environment. This paper is meant to discuss on the influence of the most dominant organizational factor; leadership styles, on employees' organizational commitment by concentrating on the effect of leaders' emotional intelligence. Leadership styles are hypothesized to significantly influence the three types of employees' organizational commitment. Besides, leaders' emotional intelligence is hypothesized to enhance the relationship between leadership styles and employees' organizational commitment. The practical and research implications of the paper are also discussed.

Why employees leave their organizations or companies has been a topic of interest to both researchers and managers. There is no doubt that turnover is costly; thus, it is important to understand what leads to such a phenomenon. Is it job satisfaction? Is it the lack of organizational commitment? Is it the lack of training? Is it the employees' perceived support of both the supervisor/manager and the organization as a whole? Is it organizational climate? Is it organizational justice? This conceptual paper sheds some light on the relevant literature and identifies the antecedents of employees' turnover. The paper proposes a theoretical framework that shows the variables that explain the phenomenon of turnover intention.

Organizational Citizenship Behavior (OCB) has attracted the attention of academicians and practitioners due to its proven significance towards organizational effectiveness. The current study aims to estimate empirically the degree of relationship between OCB and Organizational Rewards given to employees. The study will answer the question that "Does the display of OCB have any impact on the rewards given to employees by the organization?" Five most widely acknowledged dimensions of OCB -Altruism, Courtesy, Sportsmanship, Conscientiousness, and Civic Virtue -have been considered for analysis purposes. OCB is measured through self-evaluation as well as peer evaluations to avoid any social desirability effect and common method variance errors. The organizational rewards taken in the study are Salary Increment, Promotion and Performance Appraisal Grade. The current study includes all of these together for analyzing this relationship with rigor. This is the first ever study of OCB which incorporates all five major dimensions of OCB (measured through self-reporting as well as through peer reports) and three well acknowledged types of rewards together in a single study. The study thus draws various practical implications for organizational managers on basis of the empirical findings from banking sector of Pakistan.

This study was conducted to investigate the influence of the Big Five Dimensions of personality of the Malaysian Managers and the leadership styles these managers use on their leading change capabilities. Total sample of 105 managers was used in this study. The results of this study revealed that the Malaysian managers tend to enjoy personalities that are conscious and open to experience. These managers tend to use consultative leadership style. However, they use autocratic, democratic and some of them use laissez-fair, but the respondents of this study scored higher in consultative leadership style. The results of the study showed that Extroversion personality trait as well as involvement leadership style were positively related with Leading Change. Both Openness to Experience and Emotional Stability were significantly and positively correlated with Consultative Leadership Style that the managers use. Involvement Leadership Style was found to be significantly and positively correlated with Leading Change (R2=.38) In conclusion, this study showed a positively significant correlation between personality of managers, their leadership styles and their leading change capabilities.