Dr. Muhammad Zeeshan Shaukat

Dr. Muhammad Zeeshan Shaukat

Associate Professor

mzeeshan.shaukat@gmail.com
Ext: +923224490366

Dr. Muhammad Zeeshan Shaukat is currently serving as an Associate Professor at Business School, Faculty of Management Studies, University of Central Punjab, Lahore, Pakistan. He has been serving the academia for more than a decade at prestigious public and private educational institutes. He has obtained his Ph.D. degree in Management from University Teknology, Malaysia. His research work includes several research papers, published in recognized National & International journals and Conferences. He is in alliance with the academic community being an editorial member and reviewer of several renowned journals. His areas of interest include Organizational Behavior, Consumer Behavior, Strategic Management, Leadership and Human Resource Management

Ph.DManagementUniversity Technology Malaysia.2012-2016
MS/ M Phil. Human Resource ManagementPakistan Institute of Quality Control, Lahore, Pakistan.2009-2011
Master of Electronic Commerce MECOMPunjab University College of Information Technology, University of the Punjab, Lahore, Pakistan.2005-2007
BachelorCommerce Hailey College of Commerce, University of the Punjab, Lahore, Pakistan2003-2005
Associate ProfessorUniversity of Central Punjab, Lahore, PakistanMar 2020- till date
Assistant ProfessorInstitute of Business & Management, University of Engineering & Technology, Lahore, PakistanAug 2017 - Mar 2020
Head of Department (Assistant Professor)Imperial College of Business Studies, Lahore, PakistanSep 2016 - Aug 2017
LecturerHailey College of Commerce University of the Punjab, Lahore, PakistanOct 2008 - Dec 2011
Researcher Institute of Research Promotion, Lahore, PakistanDec 2007 - Feb 2012
1Analyzing the Underlying Structure of Online Teaching during COVID-19 Pandemic Period: An Empirical Investigation of Issues of Students. Frontiers in Psychology, 12: 605138. doi: 10.3389/fpsyg.2021.605138605138 (Frontier publishers – 2019 impact factor 2.067). (2021).
2Deciphering the Global Private Financial Flows. Journal of Accounting and Finance in Emerging Economies, 7(1), 233-240.(2021).
3Evaluation of Climate of Selected Sixty-six Countries using Grey Relational Analysis: Focus on Pakistan. Journal of Business and Social Review in Emerging Economies 7(1), 51-62 (2021).
4How Can Entrepreneurial Self-Efficacy, Proactivity and Creativity Enhance Sustainable Recognition Opportunity? The Effect of Entrepreneurial Alertness Is to Mediate the Formation of Sustainable Entrepreneurial Intention. Revista Argentina de Clínica Psicológica, 29(5), 1004-1023. (2020).
5 “Do Good, Have Good”: A mechanism linking CSR with customers’ perceptual, attitudinal and behavioral outcomes. Frontiers in Psychology, 11: 598. doi: 10.3389/fpsyg.2020.00598 (Frontier publishers – 2019 impact factor 2.067).(2020).
6Investing in CSR Pays You Back in Many Ways! The Case of Perceptual, Attitudinal and Behavioral Outcomes of Customers. Sustainability 2020, 12(3), 1158. (Impact factor 2.592) (2020).
7 Safety practices in informal industrial segment of Pakistan. Safety Science, 110 (part A), 83-91 (Elsevier publishers– Impact factor 3.619).(2018).
8 Computer Users’ Ergonomics and Quality of Life – Evidence from a Developing Country. International Journal of Injury Control and Safety Promotion, 25(2), 154-161 (Taylor & Francis–Clarivate Analytics 2018 Impact factor 0.870).(2018).
9Occupational health and safety issues at informal economic segment of Pakistan: a survey of construction sites. International Journal of Occupational Safety and Ergonomics, 24(2), 240-250 (Taylor & Francis– Clarivate Analytics 2018 Impact factor 1.377).(2018).
10 Objectives of Islamic banks: a missive from mission statements and stakeholders’ perceptions. Journal of Islamic Accounting and Business Research, 8 (3), 284-303. (Emerlad– Emerging Source Citation Indexed & Scopus Indexed Journal).(2017).
11 Job satisfaction of academics in Malaysian public sector universities. ProcediaSocial and Behavioral Sciences, 114 (2014), 154 – 158 (Elsevier Publications, UK).(2014).
12Mission statements readability: an insight into Islamic banks. Journal of Islamic Accounting and Business Research, 4(2), 132–150 (Emerald publication group journal).(2013).
13Social Exchange Relations at Work: A Knowledge Sharing and Learning Perspective. World Journal of Management and Behavioral Studies 1 (1), 33-35(2013).
14Moderating Role of HRD Practices between Employee’s Engagement and Citizenship Behavior. Middle-East Journal of Scientific Research, 12(5), 589-597.(2012).
15An exchange perspective of job satisfaction: A study of banking sector of Pakistan. Business management dynamics, 1(12), 59-65.. (2012).
16 Action Learning: A Positive Predictor of Motivation and Commitment for Bankers in Pakistan. International journal of business and management, 2(7), 252-259.(2012).
17 Impact of Job Involvement on Organizational Citizenship Behavior (OCB) and InRole Job Performance: A Study on Banking Sector of Pakistan. European Journal of Social Sciences, 24(4), 494-502.(2011).
18The Way Human Resource Management (HRM) Practices Effect Employees Performance: A Case of Textile Sector. International Journal of Economics and Management Sciences, 1(4) 112-117(2011).
19Are Employee Motivation, Commitment and Job Involvement Inter-related: Evidence from Banking Sector of Pakistan. International Journal of Business and Social Science, 2(17), 226-233(2011).
20Impact of Customer Satisfaction on Customer Loyalty and Intentions to Switch: Evidence from Banking Sector of Pakistan. International Journal of Business and Social Science, 2(16), 263-270.(2011).
21Determinants of satisfaction and repurchase intentions of users of short messaging services (SMS): A Study of Telecom Sector of Pakistan. International Journal of Management, 28(3), 763-772.. (2011).
22A mediation of customer satisfaction relationship between service quality and repurchase intentions for telecom sector in Pakistan: A case study of study of university students. African Journal of Business Management, 4(16), 3457-3462. (JCR, 2011 IF 1.105)(2010).
23Personality Does Affect Conflict Handling Style: Study of Future Managers. International Journal of Trade, Economics and Finance, 1(3), 268-270.(2010).
24Deciphering the DNA of a Do-Good Company: Expedition 206; Coca-Cola Finds a New Way to Become Socially Responsible. The Journal of Commerce, 2(1), 66-72.(2010).
25Does service quality affect students’ performance? Evidence from institutes of higher learning. African Journal of Business and Management, 4(12), 2527-2533. (JCR, 2011 IF 1.105)(2010).
26Service Quality SERVQUAL MODEL in Higher Educational Institutions, What factors are to be considered? Interdisciplinary Journal of Contemporary Research in Business,2(5), 281-291.(2010).
27Style of faculty members as predictor of satisfaction and extra effort: Evidence from institutes of higher learning. European Journal of Social Sciences, 15(2), 44-50.(2010).
28Determinants of students’ entrepreneurial career intentions: evidence from Business Graduates. European Journal of Social Sciences, 15(2), 14-22.(2010).
29How Organizations Evaluate their Trainings? An evidence from Pakistani Organizations. Interdisciplinary Journal of Contemporary Research in Business, 2(5), 162-179.(2010).
30Impact of demographical factors and extent of usage of short messaging service on customer satisfaction and retention, An empirical study of cellular companies. Interdisciplinary Journal of Contemporary Research in Business, 2(1), 159-168.(2010).
31Impact of service quality on customer satisfaction, An empirical study of cellular companies of Pakistan. Interdisciplinary Journal of Contemporary Research in Business, 1(12), 98-113.(2010).
32Impact of service quality of short messaging service on customers retention, An empirical study of cellular companies of Pakistan. International Journal of Business and Management, 5(6), 154-160.. (2010).
33Effects of Motivational factors on Job satisfaction, A case study of University of the Punjab. International Journal of Business and Management, 5(3), 70-80.(2010).

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