Browsing by Author "Chandrakumara, A."

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    The Impact of Culture-Related Meaning and Values of Work Orientations on Contextual and Task Performance: Sri Lankan Experience
    (University of Kelaniya, 2005) Chandrakumara, A.
    The study extends the recent contention that cultural values can have an impact on contextual and task performance (CTP) by conceptualizing meaning and values of work orientations (MVWO) as an element of national cultural values. It uses five MVWO relating to the concept of work. Data were obtained through a questionnaire survey in a sample of 487 employees. Supervisory-rating of subordinates’ CTP was used as a supplementary method. The analysis indicates a significant impact of MVWO on all the three aspects of CTP found in the study. The impact of demographic factors is relatively high on contextual performance towards task. The evidence reveals that unique human resource values as sources that enhance performance at work. It has major implications for the theories of application of work values and predisposition and individual attributes theories of CTP.
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    Supervisors’ Turnover Intention: A Study on Sri Lankan Garment Industry
    (University of Kelaniya, 2005) Herath, H.M.A.; Chandrakumara, A.
    Employee’s withdrawal behaviour affects organizational effectiveness. Withdrawal is the physical and / or psychological avoidance by employees of their workplace. (Pierce and Gardner, 2002). This study examines the impact of job satisfaction, organizational commitment, job involvement and perceived role stressors on managers’ intention to leave their current jobs. A sample comparing 103 supervisors from 18 garment factories in the North Western province in Sri Lanka in the study. A structured questionnaire was used to collect data and it was supplemented by follow-up interviews with a randomly selected number of respondents. The study tests seven hypotheses using correlation and regression analysis. The findings indicate that intention to leave has negative relationships with job satisfaction and organizational commitment, while it has positive relationships with role ambiguity and role conflicts. Overall model accounted for 14% variation of intention to leave and suggests the importance of creating favorable job attitudes towards reducing role stressors and intention to leave or withdrawal attitudes of supervisors.