Volume 15 - Issue 1 - 2020

Permanent URI for this collectionhttp://repository.kln.ac.lk/handle/123456789/29547

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    Dimensions of Entrepreneurial Orientation and SME Performance: Moderating Effect of Absorptive Capacity of the Firm
    (Department of Human Resource Management, Faculty of Commerce and Management Studies, University of Kelaniya, Sri Lanka, 2020) Herath, H. M. A.
    This paper investigates a model of SME performance based on the dimensions of entrepreneurial orientation and absorptive capacity of the firm. The model tested the direct effects of innovativeness, risk-taking and proactiveness on firm performance and the moderating role of absorptive capacity on the relationship between the dimensions of entrepreneurial orientation and firm performance. Structural equation modelling with multi group analysis was used to test the model in the context of small and medium scale hotel and restaurant industry in Sri Lanka. Results indicate that highly entrepreneurial-oriented SMEs with high level of absorptive capacity achieve higher level of performance.
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    Impact of Employee Engagement on Turnover Intention: Study of Third Space Global (Pvt) Limited
    (Department of Human Resource Management, Faculty of Commerce and Management Studies, University of Kelaniya, Sri Lanka, 2020) Naufer, F. Z.; Kumar, P. D. A. S.
    This study was carried out with the purpose of examining the importance of employee engagement to retain staff in a service providing industry and examining the relationship between the various factors that affect employee engagement as well as the intention to turnover. This study was carried out based on the non-executive level staff at Third Space global PVT Ltd. The sample size is one hundred non -executive level employees out of the population of two hundred and fifty. In determining the sample size, the table introduced by Sekaran (2006) was used. The questionnaire was developed by the researcher using different standard questionnaires depending on each variable and the questions were designed with Likert scale ranking strongly agree to strongly disagree. Findings revealed that the rate of attrition was quite high within the non-executive staff in the company. Further the research recommends to research on a new set of factors that aid in building employee engagement towards the company. Finally, the researcher presents his recommendations to renew the existing engagement techniques implied by the company, and the organization should focus on the salary based on the years of experience as well as their educational level.
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    Investigation of Performance Management System and its Effectiveness with Special Reference to Garment Factories in Katunayake Export Processing Zone in Sri Lanka
    (Department of Human Resource Management, Faculty of Commerce and Management Studies, University of Kelaniya, Sri Lanka, 2020) Rathnakara, K. A. K. S.; Arachchige, B. J. H.
    Performance management deals with identifying, measuring and developing performance of individuals, groups and teams and aligning performance with the strategic goals of the organization with the ultimate objective of improving organizational performance. This research was conducted with special reference to large scale garment factories in the Katunayake Export Processing Zone in Sri Lanka. The main objective of the study was to investigate the effectiveness of the performance management system with the implications of a systematic process of managing employee performance. Data were collected from managerial and executive level employees of the selected garment sector organizations. A structured questionnaire developed by the researcher was used to collect data the sample was selected using convenient sampling method. Hypotheses testing was used to complete the research study and Sixty seven participants have responded with a forty two percent response rate. Statistical Package for Social Sciences (SPSS 21) was utilised as the statistical tool to analyse data. Findings of the research suggested that the effectiveness of the performance management system is at an effective level and the components of the performance management system; planning performance, monitoring performance, reviewing performance, improving performance and managing unsatisfactory performance are positively related with the effectiveness of the performance management system. Furthermore, it was found that monitoring and reviewing performance are the most critical variables which determine the effectiveness of performance management system. In addition to these findings, slight variations between managers and executive employees were found in terms of perception on the same performance management system.
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    Do Human Care and Knowledge Management Practices Really Matter in Determining Worker Productivity? Perceptions of Supervisory Level Employees in Tea Plantation Sector in Sri Lanka
    (Department of Human Resource Management, Faculty of Commerce and Management Studies, University of Kelaniya, Sri Lanka, 2020) Gamage, A. T.; Wickramaratne, W. P. R.
    The tea industry is still one of the dominant industries in Sri Lanka due to its vast impact on the economic and socio-cultural environment. However, this significance is gradually declining mainly because of lowering worker productivity. This current study explored whether the decreasing productivity in Sri Lankan Tea industry can be turned around and sustained by implementing human care and knowledge management practices that enhance tea estate workers' quality of life and quality of work life. Un-structured interviews with a random sample of 75 supervisory level managers of well-established tea plantation companies reported that a range of human care and knowledge management practices contribute to enhance worker productivity via enhanced quality of life and quality of work life. The findings provide implications to the social exchange and psychological contract theories whereas policy makers should implement proposed knowledge management and human care practices for enhancing the worker productivity.
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    Making Things Happen: Self- Leadership and Newcomers Socialisation
    (Department of Human Resource Management, Faculty of Commerce and Management Studies, University of Kelaniya, Sri Lanka, 2020) James, R.
    Organisational socialisation scholars endlessly call for investigations on individuals’ self-initiated activities during the transition into a new workplace. The current study aims to discover newcomers as active agents of their socialisation, through identifying the impact of newcomers’ self-leadership on their socialisation into a new workplace. The present study was conducted with hundred and nineteen newcomers (male = 68, female = 51) who have less than one-year work experience in the current organisation working in the banking sector of Sri Lanka. Hierarchical multiple regression was utilised to analyse the data. Results indicated that the three-component of self-leadership: behaviour-focused strategies, natural rewards strategies, and cognitive thought strategies had a significant impact on newcomers socialisation, and these three components of self-leadership explain 35.9% of the variance in newcomers socialisation. Newcomers’ profile variables (gender, marital status, age, and type of appointment) have no influence either on the three components of self-leadership or organisational socialisation. This study, by identifying the impact of the three parts of self- leadership on newcomers’ socialisation in Sri Lankan context extends the organisational socialisation literature and help both organisation and newcomers to understand individuals’ role in the socialisation process.