Browsing by Author "Amarathunga, P. A. B. H."

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Nexus Among Management Practices and Workplace Injuries among Operational Level Employees in the Apparel Industry in Sri Lanka
(Department of Human Resource Management, Faculty of Commerce and Management Studies, University of Kelaniya, Sri Lanka., 2024) Amarathunga, P. A. B. H.; Kumarasinghe, H. P. N. I.; Tennakoon, W. D. N. S. M.; Samarasingha, K. A. R. D. G.
Safety factors have a significant impact on industrial success. Workplace injuries are characterized as the negative outcomes of poor safety management. The primary areas of management practice in a safe environment were recognized as training and supervision, employee engagement, communication and feedback, rewards system, and management commitment. The purpose of this research is to determine the association between managerial practices and workplace injuries. Different management practices were found using a literature synthesis to accomplish the study objectives, and there are twenty-two sub-factors within the five management practice categories; training and supervision, employee participation, communication and feedback, rewards system, and management commitment. The quantitative research technique, which included a survey strategy was applied. The survey data was analyzed using the correlation approach to determine the association between management practices and occupational injuries. A 5-point Likert scale was used and obtained data were analyzed using SPSS-23 software's correlation analysis. The findings of the study revealed a link between managerial practices and occupational injuries in Sri Lanka's garment sector. Finally, plausible management methods for identified key components were offered to prevent occupational injuries in the industry.
What Prevent Them Shifting? Perceived Barriers of Employee Transition to Entrepreneurship: A Concept Paper
(Faculty of Commerce and Management Studies University of Kelaniya, Sri Lanka, 2020) Wijethunge, W. M. N. M.; Tennakoon, W. D. N. S. M.; Dilshani, A. K. D. N.; Amarathunga, P. A. B. H.; Lasanthika, W. A. J. M.; Praveeni, S. M. N.
Individual motivation to become an entrepreneur is found to be preceded by two sources namely; the parental entrepreneurial background and organizational employment. There is ample literature to support the parental influence on entrepreneurial initiatives (Dunn & Holtz-Eakin, 2000; Rachmawan, Lizar, & Mangundjaya, 2015; Antawati, 2017) and particularly for the paternal influence towards self-employment (Carroll & Mosakowski, 1987; Uusitalo, 2001; Tennakoon & Lasanthika, 2019; Wijerathna, & Thisera, 2018). In the first case, entrepreneurs are considered “family products”. The role model of entrepreneurial parents guides children to become entrepreneurs (Bandura, 1986; Krumboltz, Michael, & Jones, 1976). The parental role modeling positively influences the children’s intentions to choose entrepreneurship over other career options (Scherer, Adams, Carley, & Wiebe, 1989). Alternatively, entrepreneurs do originate from existing organizations. The majority of entrepreneurs are former employees of recognized organizations or else the “organization products” (Freeman, 1986). Recognition of entrepreneurial opportunities is often facilitated by the organizations as the employees are exposed to the market. Employment offers the mean of gaining technical know-how and developing the business network (Stuart & Sorenson, 2003). The goodwill and brand image of the former organization aid them to easily establish their own brands those found to be enjoying greater survival and growth (Burton, Sorenson, & Beckman, 2002; Christensen & Bower, 1996).