Volume 13 - Issue 2 - 2018
Permanent URI for this collectionhttp://repository.kln.ac.lk/handle/123456789/29544
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Item Impact of Strategic Human Resource Management on Organizational Performance of the Cable Industry in Sri Lanka(Department of Human Resource Management, Faculty of Commerce and Management Studies, University of Kelaniya, Sri Lanka, 2018) Karunarathna, K.; Weligamage, S. S.The financial year of 2017 and 2018 marked drastic changes to the cable industry in Sri Lanka due to unexpected and unfavorable economic and external trends. As a result, the cable industry underwent a huge transition in terms of diminishing profits, losing the existing competitive edge and facing difficulties in sustaining in the market. Therefore, as a long term solution, the cable industry shifted their management focus from managing imitable resources to managing people for better results for their long term sustainability. Hence this research is an attempt to explore the impact of Strategic Human Resource Management (SHRM) on Organizational Performance of the Cable Industry in Sri Lanka and the mediating role played by Organizational Climate. Accordingly, three variables were conceptualized; Strategic Human Resource Management as the independent variable; organizational performance as the dependent variable; and organizational climate as the mediating variable. For the purpose of the study 126 respondents of the managerial staff of the cable industry was selected using systematic random sampling to obtain their views. Questionnaires were distributed to the respondents personally via email and data were collected which were analyzed using inferential and descriptive statistics. The research findings revealed that there is a positive linear relationship between SHRM and organizational performance, SHRM and organizational climate and organizational climate and organizational performance and that there is a mediating effect of organizational climate on the relationship between SHRM and organizational performance.Item The Nexus between Employee Motivation and Turnover Intention: Moderating Role of Generation Gap (With Special Reference to the Executives of a Leading PVC Manufacturing Firm in Sri Lanka)(Department of Human Resource Management, Faculty of Commerce and Management Studies, University of Kelaniya, Sri Lanka, 2018) Jayasekara, W. A. S. S.; Weerasinghe, T. D.With Human Resource Management being recognized as a strategic partner, organizations are keen on refining their existing Human Resources Management practices. Yet retaining effective and efficient employees has been a critical issue in this century. Furthermore, managing multi-generational workforce with different traits have become a widely discussed topic. Through studies, researchers have identified different factors that have an impact on employee turnover intention. This study is aimed to assess the effect of motivation on turnover intention and to assess the moderating role of generation gap between motivation and turnover intention among employees of ABC Private Limited. This study follows deductive approach and mono-method quantitative methodological choice with cross-sectional time horizon. Primary data was collected through a pre-tested questionnaire, which were statistically verified as reliable and valid. The data was collected from a sample of 83 executives of the ABC Private Limited and analyzed using IBM SPSS software through descriptive and inferential statistical tests. Through the findings of this study, it is found that intrinsic motivation has a significant negative nexus with turnover intention. The direct impact of intrinsic motivation on turnover intention is also significant. Furthermore, a negative significant nexus between extrinsic motivation and turnover intention is found and the direct influence of extrinsic motivation on turnover intentions, which is significant. In addition, it is found that motivation has a significant negative nexus with turnover intention. Moreover, this study concluded declaring that generational differences significantly moderates the nexus between motivation and turnover intention. It is recommended to use a mixture of motivational factors, both intrinsic and extrinsic, to reduce employee turnover intention. Furthermore, it is suggested to consider composition of generations in the workforce when determining intrinsic and extrinsic motivation factors.Item The Effect of Emotional Resilience on Job Performance of Executives in Selected Private Sector Organizations in Sri Lanka(Department of Human Resource Management, Faculty of Commerce and Management Studies, University of Kelaniya, Sri Lanka, 2018) Ekanayake, H. L.; Gamage, P. N.When operating in a complex work environment, it is obvious that the companies will have to face many challenges and changes. This will create a stressful work environment for the employees who are working. It is mandatory to have more resilient employees, who can quickly recover from the stress, as it affects directly to their low performance. The sole purpose of this study is to identify the impact of the ability of the individuals to quickly bounce back from the stressful situations and how does it impact on employees’ work performance. The study was an explanatory cross-sectional in nature. The simple random sampling technique has been used as the sampling method. The researcher distributed a questionnaire among the participants in the selected sample which encompasses 74 respondents from three selected companies where two companies are possessing 25 employees each and 24 employees from another company consists of executive level employees. In addition, the items of the questionnaire were extracted from a standard and well-tested measurement scale. Descriptive statistics, correlation and regression were used to analyze the collected data set in order to get in to a statistically supported conclusion. The findings have revealed that there is a significant relationship between the emotional resilience and the employee performance and also there is a impact comes from the employees’ emotional resilience on the employees’ work performance and the results depicted that 24.4% of an impact comes from emotional resilience. The findings of the research study will be beneficial for the companies who will hire more resilient individuals, who can quickly adapt and who can quickly recover from the hectic situations.Item Employee Retention Practices in Hospitality Industry in Nepal: Investigating the Moderating Effect of Management Hierarchy, Age Group and Gender(Department of Human Resource Management, Faculty of Commerce and Management Studies, University of Kelaniya, Sri Lanka, 2018) Sthapit, A.; Shrestha, B.Since it is indispensable for organizations to employ and retain quality human resources (HRs) and talents for their effective operation and continuous growth, it is imperative and relevant to investigate into the HR retention practices and strategies. Hence, the paper examines the influence of human resource management practices on employee retention and the moderating effect of management hierarchy, age group and gender on HR retention factors in hospitality industry of Nepal. The study employed a cross-sectional descriptive survey design with a sample of 292 respondents from six out of eight five-star hotels of Nepal stationed in the capital Valley of Kathmandu. Using correlation analysis, Jonckheere-Terpstra test, as well as post hoc and Mann-Whitney U tests, the study discovered that rewards and compensation help retain entry level employees, while employer branding is a strong retention measure for those on higher hierarchies. Likewise, balanced work life and employer branding help retain higher age group employees, while career growth is the strongest and balanced work life the weakest measure to retain male hotel employees in Nepal.