Using the nationally representative dataset of the 2007 Pakistan Time-Use Survey, this paper examines gender differences in daily trip rate, mode choice, travel duration, and purpose of travel, which are previously unreported because of limited data availability. Wide gender mobility gaps are observed in the country, where women are less likely to travel, are half as mobile as men and may rely heavily on walking. The particular social and cultural context of the country, that renders women as private, secluded and family honor, seems influential in shaping their mobility and choice of activities. Demographic factors such as age, household income, and marital status significantly decrease female mobility levels. Hence, these findings call for a gender-based culturally responsive transportation policy in the country.

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Organizational Justice has been considered a significant subject in the operative organizations functioning. Whereas Organizational Citizenship Behavior is important to achieve the organizational success therefore organizations encourage and facilitate the OCB in order to produce effectiveness and efficiency in organization functions. The primary aim of this research is to investigate the role of organizational justice and organizational citizenship behavior in enhancing employees' performance in academic setting. Organizational justice plays a pivotal role in shaping individual behavior and particularly extra role behavior such organizational citizenship behavior. To answer the research question, the cross sectional data were collected through a questionnaire from 190 employees working in different universities of Azad Kashmir Pakistan. Our findings reveal that there is a significant positive association among organizational justice (OJ), organizational citizenship behavior (OCB) and Employees performance (EP). The results indicated that Organizational Justice and Organization ISSN 2162-3058 2018 http://ijhrs.macrothink.org International Journal of Human Resource Studies 188Citizenship Behaviors was significant predictor of Employees performance. This research contributes to the managerial literature by identifying and applying theoretical concepts into a different sample and organizational settings.

Purpose The purpose of this paper is to examine the relationship among passive leadership, organizational justice and affect-based trust. In addition, the meditating role of affect-based trust between these relationships is also investigated. Design/methodology/approach The data have been collected using anonymously completed questionnaire that has questions regarding passive leadership as independent variable, affect-based trust as mediator and organizational justice as dependent variable. Findings It is noted that the passive leadership is negatively associated with the affect-based trust and perceptions of organizational justice and the mediating role of affect-based trust is also confirmed between these relationships. Originality/value This study provides a new insight for social science knowledge base by explaining the direct relationship of passive leadership with organizational justice and through affect-based trust.

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