Dr Muhammad Khan

Extant research has focused on the role of philanthropy in the socio-economic development of western countries, but little is known about the role of indigenous voluntary organisations in bridging social divides in the developing world. To help redress this imbalance, we present findings on the motivations, strategies, methods, and impact of five large philanthropically funded voluntary organizations in Pakistan. We ask how and why such organizations are formed and gain traction to provide valuable services for large numbers of poor people in a society riddled with inequalities. Although differing considerably in their relations to markets and philanthropy, we find that success in all cases followed from commitment to Islamic philanthropy and the ideal of social inclusion, social innovation, exploitation of social capital, and scaling-up. Our contribution is to demonstrate how in developing countries philanthropy and social entrepreneurship together can play a decisive role in realizing a more just society

The traditional administrative focus of Human Resource Management (HRM) is mostly related to operational tasks of an organization. Although the function has evolved in different eras, today Human Resource (HR) has a much vital role to play in a strategic sense, by aligning its focus towards organizational strategies. The question of what should be the function and tasks of human resource management (HRM) has led to a variety of models determining the future strategic role of HR functions .Empirical evidence of the strategic focus of these models is not uniform, yet there is general agreement that in future, the current administrative function of HR needs to be aligned with the overall business strategy for better organizational performance.