11th HRM Student Research Symposium 2024

Permanent URI for this communityhttp://repository.kln.ac.lk/handle/123456789/29187

Browse

Subject: search.filters.subject.Peer support

Search Results

Now showing 1 - 2 of 2
  • Thumbnail Image
    Item
    EXPLORING THE RELATIONSHIP BETWEEN MENTAL HEALTH INITIATIVES AND ABSENTEEISM IN MANUFACTURING FIRMS IN COLOMBO DISTRICT, SRI LANKA
    (Department of Human Resource Management, Faculty of Commerce and Management Studies, University of Kelaniya, Sri Lanka., 2025) Sudharshan, G.; De Alwis, A.C.
    Employee absenteeism remains a significant challenge in the Sri Lankan manufacturing sector, with mental health playing a crucial role in workforce stability and productivity. This study examines the relationship between mental health initiatives and absenteeism in manufacturing firms in the Colombo District. A quantitative research approach was adopted, utilizing structured questionnaires to collect data from 400 employees. The study aimed to evaluate the effectiveness of mental health programs in reducing absenteeism and enhancing employee well-being. The findings indicate a positive correlation between mental health initiatives and reduced absenteeism, particularly among younger employees (18–25 years) and those with less than one year of job experience. Operational staff and supervisors exhibited higher absenteeism and stress levels compared to managerial employees, highlighting the need for targeted interventions. Family responsibilities and health challenges were identified as primary causes of absenteeism, while mental health programs had limited impact on addressing broader workplace stressors. Despite improving attendance, the effectiveness of these initiatives in reducing stress was constrained by systemic challenges such as heavy workloads and work-life imbalance. The study concludes that a holistic approach integrating tailored mental health initiatives, improved program accessibility, peer support networks, and flexible work arrangements is essential for minimizing absenteeism and fostering employee well-being. These findings contribute to the discourse on workplace mental health and offer actionable recommendations for improving workforce stability in the Sri Lankan manufacturing sector.
  • Thumbnail Image
    Item
    IMPACT OF LEADERSHIP, TEAMWORK, AND EMPLOYEE ENGAGEMENT ON EMPLOYEE PERFORMANCE: A STUDY OF A LEADING TIRE MANUFACTURING COMPANY IN SRI LANKA
    (Department of Human Resource Management, Faculty of Commerce and Management Studies, University of Kelaniya, Sri Lanka., 2025) Jayalath, A.G.K.H.; Gamage P. N.
    This study explores the influence of leadership, teamwork, and employee engagement on employee performance with a case study set on a leading tire manufacturer in Sri Lanka. In a highly competitive and dynamic manufacturing sector, employee performance is a prime mover of organizational goals. However, there is a major void in the empirical field regarding leadership styles, teamwork dynamics, employee engagement and their influence on performance in the Lankan manufacturing context. The study adopts a quantitative approach to research and sets out to gather primary data through a cross-sectional design. Self-administered questionnaires were distributed to 300 operational and executive-level employees from the production and supply chains that had been selected with the help of a simple random sampling method. The data were analyzed descriptively and with correlation and regression analyses in SPSS software to establish the relationships between the key variables. An attributing factor to effective collaboration, marked by trust, cooperation, and mutual support, increases productivity by creating a certain synergy among workers. Employee engagement too, played a vital role and showed that if workers are engaged, they have higher levels of productivity, dedication, and job satisfaction. This article adds to the theory and methods by pointing to leadership, collaboration, and employee participation as crucial elements to improve employee performance within the Sri Lankan manufacturing sector. It provides practical recommendations for HR professionals and organizational leaders to accomplish strategic plans such as leadership training programs, team-building events, and employee engagement approaches that will force the production of a successful and growing organization.