The main purpose of the study was to find out how task and contextual performance within organizations can be improved so as to achieve sustainable organizational performance. The study indicates that increasing task performance, which is about good implementation of formal job responsibilities, might result in favorable outcomes for sustainable organizational performance. Similarly, promoting contextual performance, which involves extra-role behaviors contributing to efficient organization operation, may also improve sustainable organizational performance. However, essentially, the research is all about raising both dimensions. This study aims at exploring the relationship between External Locus of Control (LOC), task performance and contextual performance among employees. The research design used was descriptive while data for the study was collected using convenience sampling method from 170 middle level managers of banks in Pakistan. After collecting data using a modified questionnaire, IBM SPSS 20.0 and AMOS 20.0 were used to analyze it. To conduct this analysis regression analysis was applied.

Pakistans banking sector shows a key role in its economic growth. Employee behavior in this sector is greatly affected by job-related factors. The drive of the study was to assess the impact of trust, rewards, and training on WE in the banking sector. Data were collected from a random sample of 150 correspondences through the survey questionnaire. The model of correlation and regression was used to scan the connection between the variables. Results based on the model of correlation and statistical regression revealed that all three factors, including trust, reward, and training, have a positive influence on the WE of the employees. This research is a distinct study of trust, rewards and training consequences on the employees WE from a banking perspective. The outcomes of the study, therefore, have a number of suggestions in the field of human resource for researchers and practitioners.

Drawing on empowerment literature and intrinsic motivation, this study examines the relationship of empowering leadership and employee outcomes (service performance and organizational citizenship behavior; OCB), along with mediating role of employee engagement. Based upon data of 970 officer level employees working in banking industry of Pakistan, hierarchical regression results demonstrated that empowering leadership behavior is positively related to employee service performance and OCB. Further, the results also reveal employee engagement partially mediated the relationships between empowering leadership and employee behavioral outcomes.

The main purpose of the study was to identify TL 's effect on employees' JS Crosssectional research design was selected for the study. Study participants were 177 employees from forty-one (41) private banks of district Swat. The instrument used for the study were Multifactor Leadership Questionnaire (MQL) Form 6 developed by (Avolio and Bass, 1990), TL scale developed by Hartog, De Hoogh, and Kalshoven (2013) and JS scale developed by Spector (1994). A convenience sampling method was applied for data collection. Results of the study revealed a significant positive association between TL 's components (IM, IC, II, IS), and JS IM and IS were the best predictors of JS.