The notion of employee happiness based on the Western mindset has received tremendous focus by researchers across organizational sciences for a long time. However, it seems that these studies have not paid sufficient attention on the model of employee happiness across other societies and religions such as the Islamic framework. The religion of Islam is a comprehensive and inclusive code of life which provides appropriate solutions to manage employee happiness concerns. The significance of the study provides an insight on how happiness can be enhanced within organizations by the practices of Islamic spirituality (IS) and Islamic social responsibility (ISR). Employee happiness is observed by individuals practising and demonstrating IS and ISR at the workplace. Additionally, this study examines the mediating role of perceived organizational justice between IS, ISR and employee happiness. This empirical investigation attempts to enhance our understanding of how IS and ISR impact employee happiness in the banking sector of Pakistan. The

The government of Turkey has attempted to substantially improve the management of its public hospitals. However, an analysis of the performance of the quality certified hospitals finds only minor improvements. This study seeks to explain these disappointing results by interviewing 46 hospital managers and employees about the successes and failures of the management reform effort. The interviews suggest that traditional Turkish organisational culture often hinders attempts to decrease hierarchy, but, more positively, it also encourages the use of frontline teams and group rewards. Moreover, Turkey's hybrid system of allowing public doctors to maintain private practices has provided doctors with both the resources and the incentives to fight management reform efforts. Finally, organisational decentralisation in Turkey has evoked fierce political opposition, ironically even from many pro-modernising forces that fear it could increase the power of Islamic fundamentalists. Turkey's experience suggests a number of broader points about management reform in non-western societies. It suggests that decentralisation can often impede, rather than strengthen the other aspects of management reform; that a hybrid market organisation is often harder to move toward market efficiencies than a purely governmental one; and that national cultures should help guide the order in which reform tools are implemented. 1 ISO 9001 certification is most closely associated with 'quality management'. Although the distinctions are not always consistently followed in the literature, 'New Public Management' often connotes internal management reforms combined with a strong emphasis on market-like incentives and privatisation, while 'quality management' often connotes internal management reforms alone. The Turkish government has indicated that it hopes to eventually move its health sector toward vouchers and other forms of privatisation (i.e. toward New Public Management), but those major changes are well in the future. In the interim, it is trying to improve quality. 2 ISO certification criteria may in some cases understate the management tools that have been implemented by the certified hospitals because most of the certified hospitals have attempted to add additional management (i.e. quality) improvements beyond the ISO requirements. This would be of concern if we found major measurable efficiency and effectiveness improvements because then we would be unable to answer whether it was ISO 9001 or 'ISO 9001 plus some additional management tools' that caused the improvements. Because we do not find major improvements, any additions of yet more quality-oriented tools simply strengthen our case that implementation problems are at least a partial cause for the disappointing results. 3 The only study of the broad impact of recent management changes on Turkish hospitals is Ates (2004). However, the Ates study focuses on very different questions than does this study.

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The purpose of the study is to investigate a hybrid model of Islamic piety, by merging exploratory factor analysis (EFA) and an artificial neural network (ANN). The present research was divided into three phases. The first phase applied the Delphi method to identify the dimensions of Islamic piety. In the second, the dimensions established using the Delphi method were used in exploratory factor analysis (EFA) to uncover the underlying structure of Islamic Piety construct. In the last phase, an artificial neural network (ANN) was used to rank the factors discovered to establish their significance. The EFA results offers a new model of Islamic Piety comprising of five factors: Rituals, Belief, integrity, love of family and justice. An ANN model was formed and enhanced using the determination of model variables. The results revealed that the main variables in the Islamic piety are Rituals, integrity, belief, love of family and justice. The implication of this study is useful for educational, academic, organizational management including leadership, training and human development, and policy making initiatives. Management can use the model developed to satisfy the needs of their employees and hence enhance to increase the productivity. This study is one of the pioneering studies in the field of Islamic management and the first to employ ANN. The results of the present research affirm that Islamic Piety is one of the key fundamentals of Islamic faith.