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American Society for Testing and Materials

Public Spending in the 20th Century: A Global Perspective

The New Psychology of Leadership: Identity, Influence and Power by S. Alexander Haslam, Stephen D. Reicher, and Michael J. Platow

The COVID-19 pandemic outbreak deeply impressed supply chains in different aspects. In response to this unexpected situation, supply chain managers have decided to recover and reinforce their supply chains. Considering the expanse of these decisions, project management principle and tools seems inevitable to successfully manage the transformation from before pandemic to post-pandemic supply chains (SCs). In this study, the problem of time–cost tradeoff is extended to time, cost, and risk tradeoff. The risk factor is considered to convey the uncertainty arising from the COVID-19 pandemic situation. Since projects are affected by the level of pandemic expansion and different countries ruled out various quarantine policies (isolation, quarantine, social distancing, and lock-down), the tradeoff problem is influenced accordingly. Therefore, a scenario-based robust optimization model is proposed to deal with time, cost, and risk tradeoff problems to reflect the effects of the global pandemic of COVID-19 on managing projects in supply chains. In addition, various quarantine policies (isolation, quarantine, social distancing, and lock-down) as a prevalent response to the pandemic have been investigated separately. To illustrate the model, a real-world case study in the emerging economy of Iran is examined using the proposed approach. The results indicated that supply chain managers can use the designed model and approach as a tool for a flexible and adaptable decision-making framework dealing with a global pandemic such as COVID-19.

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A scenario-based robust time–cost tradeoff model to handle the effect of COVID-19 on supply chains project management

Economic Impact of Coronavirus and Revival Measures:: Way Forward for Pakistan

In this paper, we examine the neighborhood especially Indian strategies for the region. The political philosophies and regional strategies related to developing economies in the region need synergy and strategically positive and constructive in nature. Their philosophy to rule and their foreign policy is different from all the other leadership. Indian Current Ruling Party seems involved in different terrorist activities, such Gujarat attack on Muslims and the incident of the Samjhota express. Indian Current Ruling Party’s begins wrongdoing on the innocent Kashmiri, its forces also use pellet guns on Kashmiri Muslims. Indian economic strategy is to invest on Chahbahar Port and wish to side stop the economic mega project of CPEC. Indian influence increased in Afghanistan against Pakistan with the boycott of SAARC conference scheduled in Pakistan. The international community has found that Indian current political leadership is as one of the most influential negative political personality among the world leaders.

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Indian Strategic Economic Tactics and Emergent Challenges for the Developing Countries of the Region

This study focuses on Economic turmoil due to issues of the Middle East and its relation to oil prices, hence transposing the crisis to other economies of the world. A qualitative and logical resigning technique is used during the study. The author finds that the Middle East has a lot of issues related to oil prices, oil production. Most important are wars and conflicts within the region, terrorism, radicalism, the influence of US in the region, week government, and issues of politics. This study provides information to the government in policy making, in investment decisions, in politics and in financial decision making related to oil prices and its production in the region

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Economic Turmoil - Oil Prices and the Middle East Crisis

/pdf/employee-engagement-and-high-performance-work-system-an-2xi4beomql.pdf

Employee Engagement and High Performance Work System: An Empirical Study

This study is an attempt to bring forth some of the human resource predicaments which will be ushered by the ubiquitous venom of the Corona Virus. Regardless of the deliberation operating at the back of Corona and the availability of the requisite vaccine, the executives need to adapt themselves with the new paradigm and contemplate on the enactment of novel and apposite ways of managing human capital. The global economy is feared to sink such that the world might be coerced to relive the 1930’s global recession; thus each economy is entwined in the cruel jaws of havoc. The study presents various dimensions of the pandemic and after analytic discussion, puts forth some important suggestions for the reader that he resort lies in self-reliance, caution and adaptability. Since the business activity is by and large a function of superior human capital, the HRM interventions need to be the most commensurate ones.

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Corona-19 Pandemic and Altering Dynamics of Human Resource Management: A Multifarious Approach

Based on social identity approach, present research intends to investigate the impact of identity-based leadership on employee engagement, through the mediating role of employee core-self evaluations. Confirmatory factor analysis (CFA) was employed to demonstrate the validity and reliability of the measurement model. Structural equation modeling (SEM) was employed to test the hypothesized model. The proposed model was supported empirically by data collected from 327 employees who work in the telecom sector of Pakistan. The result indicated that employees Core selfevaluations act as a mediator between four dimensions of identity leadership and employee engagement. Identity-based leadership also showed a direct positive relationship with employee engagement.

https://gssrjournal.com/jadmin/Auther/31rvIolA2LALJouq9hkR/BpfOHFh5Dp.pdf

Muhammad Zia-ur Rehman

Papers

Indian Strategic Economic Tactics and Emergent Challenges for the Developing Countries of the Region

Economic Turmoil - Oil Prices and the Middle East Crisis

Employee Engagement and High Performance Work System: An Empirical Study

Corona-19 Pandemic and Altering Dynamics of Human Resource Management: A Multifarious Approach

Investigating the Relationship between Identity-Based Leadership and Employee Engagement with Employee Core Self-Evaluation