Symposia & Conferences
Permanent URI for this communityhttp://repository.kln.ac.lk/handle/123456789/10211
Browse
4 results
Search Results
Item The impact of employee job satisfaction by different perspectives on employee productivity in Apparel Industry of Sri Lanka(Research Centre for Social Sciences, Faculty of Social Sciences, University of Kelaniya, Sri Lanka, 2016) Embuldeniya, A.Employee Productivity measuring the output relative to the input per person with reference to a point of time is a major dynamic and vigorous concern of any organizations. The organizations in Apparel Industry is highly employee oriented and their employees are the main driving force of the success where the employers pay their highest attention on maintaining job satisfaction on their valuable assets, employees. Three perspectives has been chosen for the study at the assumption of other perspectives are been constant where if any. Employee relation which engrosses proper relationship between employer and employee is one of the perspectives emphasized as a sub division of job satisfaction. Organizational culture and Competitor organizations are the perspectives other than employee relations for employee job satisfaction. Organization culture and Competitor organizations refer to peers and subordinates relationships at the organization and attitudes towards competitor organizations or other similar organizations respectively. More specifically this study underscores the perspective with the highest impact on employee job satisfaction. The study was conducted in Colombo District. Primary data was collected through questionnaires from the sample of 200 employees selected by the stratified random sampling techniques and secondary data was used to gain information towards dependent variable, employee productivity which measured by the organization specifically. Further descriptive analysis and chi-square analysis were used with the tool of SPSS software. This study argues that employee satisfaction, apart from the satisfaction towards organizational culture and competitor organizations, towards employee relations has the highest impact on employee productivity. The least impact on employee productivity has given by competitor organizations.Item Indigenous Management & Buddhism: The role Buddhism to Indigenous Management Practices in Sri Lanka(University of Kelaniya, 2005) Galahitiyawe, N.W.K.The concept ‘change’ has been subject to much discussion among scholars and practitioners in the discipline of contemporary management. Though change is a wellaccepted phenomenon, Taylorism still prevails dominant both in the west and East for hundreds of years. Once reflecting upon Sri Lankan history and legacy, it provides evidence with regard to the existence of a strong resource management system. Yet, the country is labeled as underdeveloped well over one century, and the reason behind this is not the lack of funds or resources, but the mismanagement of both. Thus, it is commonly argued that a localized management system, which resembles the socio – cultural requirements of the country is an urgent need. “Use foreign theories as base; test before apply and adjust them; if necessary re-conceptualize them and localize”. The objective of this paper is to critically evaluate the divergence of the existing management practices and to identify the appropriate indigenous management practices based on Buddhist ideology, which would suit the Sri Lankan context. The empirical data for the survey was collected from 10 Managers (Sinhala- Buddhist) and 20 Employees in two Sri Lankan organizations. Questionnaire and informal interviews have been used as the methods of data collection. The paper presents a model, which focuses on managing Sri Lankan employees and decision-making with a set of recommendations. The research concludes that the employee moral conducts are deep-rooted in the religion, beliefs and values, while 70% of managers are seeking for social power through power distance. Buddhism largely complies with postmodernism and therefore, requires to state past in new forms, because people rarely go against their traditions.Item Audience Acculturation as an Organizational Control Strategy: Transferability of Japanese Management Practices to Sri Lankan Workers: Case Study of Harness Lanka Ltd(University of Kelaniya, 2005) Rathnasiri, C.; Pallewatta, R.This paper aims to examine the role of culture building process of an organization and its influence on the effectiveness in establishing desired organizational controls. It further highlights the function of organizational culture ’alien’ or ‘indigenous’ in effecting behavioural control in employees with a view to achieving common goals of the organization. The acculturation or ‘training on culture’ is significant as this phenomenon is studied in the context of Japanese management culture prevalent in the organization that supplies a high security component to a leading supplier, to Toyota Corporation Management controls refer to sum total of all formal and informal arrangements designed to monitor and direct current actions of organizational participants directed at achieving organizational objectives. Control mechanisms in organizations are instrumental in motivating, monitoring, measuring, the sanctions and actions of managers and employees (Macikntosh, 1994). They include formal apparent mechanisms and informal intangible mechanisms. Formal ones are management structure, operational controls, reward systems, budgeting, standard operating rules and procedures, strategic planning system, etc. Informal mechanisms are leadership and organization culture. The control techniques and procedures are outputs of leader’s control orientation and the specific organizational culture (Hopper and Mackintosh, 1993). This research in the form of a case study with grounded theory approach illustrates the culture building mechanisms and the control function of culture. The research site is a Board of Investment approved export-oriented Japanese investment managed by a Sri Lankan CEO whose culture blinding initiatives are phenomenal. It has been vividly illustrated as to how elements of trust, self – control and voluntary control of employees ensure superior performance. The product that is produced is unique as it requires extra effort of diligence and gilt-edged precision. While maintaining these requirements, the employees are able to achieve performance targets easily. The management structure is also unique - CEO and workers, no managers are found in the hierarchy. This facilitates the CEO’s direct involvement in building the culture that regulates behaviour of employees in the desired direction. It is also evident that transferability of Japanese management elements has been quite successful. In summary, the case provides a sound illustration about the importance of acculturation process and the instrumentality of organizational culture in effecting management controls.Item New Insights on the Relationship among Organizational Change, Organizational Culture, Employee Motivation and Organizational Development(University of Kelaniya, 2005) Handapangoda, W.S.; Galahitiyawe, N.W.K.; Sajeewani, T.L.Today organizations largely attribute their success to a strong and firmly ingrained organizational culture and the analysis of organizational culture is one of the most important specialties in the area of organizational behavior. Since, any organization is a social system of interrelated parts, it is emphasized that a change in any one element has impacts throughout the organization, implying that change is inevitable and change itself is changing. Further, it has been argued that a change cannot be regarded as organizational development unless it modifies the culture of the organization. Accordingly, along with change, which is said to initiate development, employee motivation is another critical factor, which marks the successful performance of individuals followed by the achievement of organizational goals. For these reasons, this paper attempts to capture the interdependence or relationship among organizational change, culture, development and employee motivation, for any organization to see the future with a clear vision, it is highly essential to highlight the strategic fit amongst the above components, which are representing integral parts of the same social system. Managers in the present day are being taken over by the illusion of ‘change management’, despite the fact that change should be incorporated accordingly. Hence, management of any organization must be educated that the de-emphasis of this interconnectivity will cause the outgrowth of numerous negative consequences that affected success of the organization. Consequently, the objective of this study is to propose a sound and solid base for directing management towards the correct path in managing and coping with complexity and dynamism of today’s environment. Once reflecting upon methodology of the paper, it is totally descriptive and limited to secondary sources, analyzing findings of many scholars, who have concentrated more or less on the same direction. The conclusion of the study is that organizational change, culture, development and employee motivation are inseparable and interconnected components of the same system backed by conducive organizational leadership, of which, any desirable or undesirable movement of one component will result in significant consequences on others towards the same direction.