Ms. Priyanka Bajaj
Designation
Senior Lecturer
Department
- Faculty of Management Science, Department of Business Administration
Specialization
Human Resource Management
Qualifications
PhD Scholar at Salim Habib University.
Quick Links
Biography
- Brings together over nine years of diverse experience in academia, human resource management, healthcare, insurance, and project management.
- Currently serves as Program Manager and Lecturer in Human Resource Management at Salim Habib University, leading academic operations, curriculum development, faculty coordination, and program reviews.
- Possesses extensive teaching experience at undergraduate and postgraduate levels, with expertise in Human Resource Management, Organizational Behavior, and Management.
- Has contributed to curriculum development, accreditation, and quality assurance initiatives and served on the Board of Studies and Board of Faculty at Iqra University.
- Passionately mentors students in research, career development, internships, and experiential learning while organizing industry-focused seminars, workshops, and guest lectures.
- Enriches her academic role with valuable industry experience in healthcare and social-impact projects, including employee insurance, educational scholarships, digital healthcare solutions, and corporate partnerships.
Courses Taught
- Human Resource Management
- Organizational Behavior
- Training and Development
- Principles of Management and Leadership
- HR Analytics & Workforce Planning
- Personality Development & Career Planning
- Recruitment and Selection
- Professional Practices
- Business Ethics and Leadership
- Compensation and Benefits
- Strategic Management
Achievements
Research Interest
Human Resource Management
Selected Publications
01/04/2024
The Effect of Despotic Leadership on Work-Life Balance of Employees with the Mediating role of Self-Efficacy
Despotic leadership has become another huge issue as far as today’s companies are concerned. The study also tried to find the relationship between the abuse and work-life imbalance, and this relationship was accounted for by efficacy as a mediating variable. This study has a research paradigm, namely post-positivism, because the researcher has invalidated previous research and built his or her theory using strong pieces of evidence that are responsible for this low mediation of the variables. The sample was a randomized one consisting of the bankers of 217 respondents from private banks in Karachi. During this time the Smart PLS was used as a test of the study. Owing to the fact that we highlighted a low existence between self-efficacy and positive work-life balance, therefore, we failed to draw a mediation of self-efficacy relationship between despotic leadership and work-life balance. Hence, based on the information retrieved from Karachi branch private bank, Pakistan, we can surely say there is no mediation effect of self-efficacy among the two parameters. There is a considerable amount of positive correlation between despotic control and perceive efficacy. Furthermore, authoritarian leadership and work-life balance are likewise manifested as a highly correlating responses. The distinction the researchers used was between strong positive connection of self-efficacy and work-life balance and slight to negative relationship. The results of these studies show that when despotic leadership is present, employees tend to experience anxiety that can be reduced by developing coping strategies for handling a supervisor boss and improving performance by giving bonuses to subordinates.
19/05/2025
Adoption Factors Impacting Human Resource Analytics amongst Human Resource Professionals in Karachi, Pakistan.
Modern society adopts Big Data as well as analytics throughout all its sectors. Organizations leverage extensive online information for predicting customer buying patterns and detecting market trends along with consumer demand recognition. The requirement for HR professionals to serve as strategic business partners has forced them to enhance their usage of measurement and analytics to produce better organizational decisions. Organizations which implemented Human Resource Analytics reported outstanding achievements based on their adoption of this model. The author seeks to examine HR professionals' reluctance to use HRA and the variables that affect its implementation. Past studies enabled researchers to develop a model which defined critical elements that affect adoption. Partial Least Squares Path Modeling validated the model through assessment tests. Responses from 250 HR professionals demonstrated that the adoption of HRA depended heavily on social influence together with tool availability as well as effort expectancy and performance expectancy and quantitative self-efficacy. Data availability along with fear appeals and general self-efficacy were revealed to have no meaningful impact on the studied topic. According to the study HR professionals cannot determine HRA adoption by themselves because organizational support becomes a critical factor in this process. Organizations that want to use analytics for managing their HR operations must supply employees with appropriate tools alongside data access together with sufficient assets and organization-wide support. The findings from this study help expand the existing knowledge about how people accept new technologies within the field of HR. This research provides essential guidance to academics and industry leaders about necessary changes which will promote further implementation of HRA systems in work environments.
19/05/2025
An Empirical Analysis of Organizational and Psychological Factors Affecting Job Satisfaction in Pakistan.
Modern society adopts Big Data as well as analytics throughout all its sectors. Organizations leverage extensive online information for predicting customer buying patterns and detecting market trends along with consumer demand recognition. The requirement for HR professionals to serve as strategic business partners has forced them to enhance their usage of measurement and analytics to produce better organizational decisions. Organizations which implemented Human Resource Analytics reported outstanding achievements based on their adoption of this model. The author seeks to examine HR professionals' reluctance to use HRA and the variables that affect its implementation. Past studies enabled researchers to develop a model which defined critical elements that affect adoption. Partial Least Squares Path Modeling validated the model through assessment tests. Responses from 250 HR professionals demonstrated that the adoption of HRA depended heavily on social influence together with tool availability as well as effort expectancy and performance expectancy and quantitative self-efficacy. Data availability along with fear appeals and general self-efficacy were revealed to have no meaningful impact on the studied topic. According to the study HR professionals cannot determine HRA adoption by themselves because organizational support becomes a critical factor in this process. Organizations that want to use analytics for managing their HR operations must supply employees with appropriate tools alongside data access together with sufficient assets and organization-wide support. The findings from this study help expand the existing knowledge about how people accept new technologies within the field of HR. This research provides essential guidance to academics and industry leaders about necessary changes which will promote further implementation of HRA systems in work environments.
