Researchers have begun to focus on emerging markets, particularly those in Asia, because of the phenomenal growth in the size of their business sectors and a remarkable increase in their share of global business. Businesses in the developing world are now grappling with people management issues that formerly were the preserve of businesses in the West. This study aims at exploring the role of employee development in job satisfaction and organizational commitment and in particular its moderation by person–organization fit. The context is the telecommunications sector in Pakistan. The results reported show a positive impact of employee development initiatives on employee job satisfaction and later the job satisfaction has significant impact on organizational commitment. The results also revealed, however, an unfavourable relationship between employee development and organizational commitment. The relationship between job satisfaction and organizational commitment was significantly moderated by person–organization fit.

Purpose The purpose of this paper is to examine the relationship between organizational justice and organizational citizenship behavior (OCB) while considering the mediating effect of organizational commitment and the moderating role of power distance on this association. Design/methodology/approach Using a stratified sampling technique the data were collected from the employees working in bank branches located in five metropolitan cities (i.e. Islamabad, Peshawar, Lahore, Quetta and Karachi) of Pakistan. A total of 409 responses were received and 379 questionnaires were considered for analysis. To test the hypotheses structural equation modeling technique was applied using AMOS 21.0. Findings The results reported an insignificant relationship between organizational justice and OCB, but the relationship between organizational justice and organizational commitment was found to be significant. It has also emerged from the analysis that organizational commitment fully mediates the relationship between organizational justice and OCB. Moreover, power distance was found to moderate the relationship between organizational justice and organizational commitment. Research limitations/implications Findings of this study can be useful for banking organizations and policy makers responsible for employee productivity and overall employee well-being, particularly managers working on long-term organizational vision and expect employees to respond pro-socially toward fellow workers and organizational objectives. The study also provides the scope and space for potential scholars and researchers for carrying out further research. Practical implications Findings of this study can be useful for banking organizations and policy makers who have long-term vision and expect OCB from its employees to be sustainable in a dynamic market. The study also provides the scope and space for potential scholars and researchers for carrying out further research. Originality/value While extensive literature is available on organizational justice and its impact on OCB, very little work seems to have been done to examine the moderating impact of power distance between organizational justice and organizational commitment, particularly in the context of a developing country like Pakistan. Therefore, this work may be considered as original and of significant value in understanding the relationships between the various constructs in the scenario of Pakistan.

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Academic literature on business management indicates employee job satisfaction as a key workplace factor. Increased productivity is often construed as a dividend accruing from job satisfaction. Therefore, organizations strive hard through organizational policies and processes to ensure employees are satisfied with their jobs. Work volition is generally understood as the degree of freedom organizationally available to choose a job profile. This paper explores the role of work volition in job satisfaction. It is assumed that chosen work roles catalyze the process of job satisfaction. The paper factors in internal and external job satisfaction as contributors to overall job satisfaction. The results from this work reported a significant impact of work volition on both internal and external satisfaction.

With CSR spending becoming mandatory in some prominent economies, quantum of spend is increasingly becoming a non issue. Instead spending right has acquired prominence. Ever since policy makers mulled the idea of making CSR spending compulsory, there appears to be rush and panic in the business world to spend on CSR activities that gives them the best return on their social investment. The debate is on for decades now, as to who should decide on what to spend and how much? For long in the name of CSR activities businesses have been spending on initiatives that were either a part of owner's choice or were easy to identify and implement, mostly avoiding the views of stakeholders inside as well as outside. This paper attempts to address broadly the issue of stakeholder confidence and preference in a CSR initiative. The paper suggests a model of engagement of stakeholders both within and outside of a business for the roll out of a CSR initiative.