Commerce and Management

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IMPACT OF WORKPLACE HARASSMENT ON EMPLOYEE TURNOVER INTENTION WITH MEDIATION EFFECT ON MENTAL STRESS; A STUDY OF PRODUCTION LEVEL EMPLOYEES IN ABC COMPANY IN SRI LANKA
(Department of Human Resource Management, Faculty of Commerce and Management Studies, University of Kelaniya, Sri Lanka., 2025) Sewwandi, W. M.; Welmilla, I.
This research examines the relationship between workplace harassment and employee turnover intention with mental stress as a moderate variable. In quantitative cross-sectional study, the current study investigates how different types of workplace harassment that include verbal abuse, bullying, sexual and racial harassment and discrimination affect employees’ turnover intention. Quantitative data gathered from 107 respondents in the production-line of a bakery firm in Sri Lanka were subjected to descriptive analysis, correlation, regression, and mediation tests. The research evidence shows that workplace harassment influences mental stress and turnover intention, with mental stress serving as a moderation factor. The study emphasizes the need for intervention programs that focus on minimizing workplace harassment and fostering a healthy organizational climate to increase employee retention and promote positive health. The research provides insightful findings, yet it contains specific limitations in its analysis. The study examines only one firm within a specific industry sector which restricts how well its results transfer between different industrial settings. The study utilizes a cross-sectional design as its approach thus it prevents researchers from creating connections between variables across different time periods. Research needs to conduct long-term investigations through time-spanning studies to better grasp harassment effects on employees in their workplace environment. Enhancing the study by including workers from different industries along with diverse groups of employees would increase their overall reliability. A thorough investigation of workplace harassment requires exploring extra moderating factors and mediating variables that include organizational culture and leadership styles alongside employee coping methods to understand better these effects on outcomes.
IMPACT OF SUPERVISOR ASSISTANCE, WORK LIFE BALANCE AND TRAINING ON EMPLOYEES' TURNOVER INTENTION: EVIDENCE FROM NON-EXECUTIVE EMPLOYEES OF ABC AUTOMOBILE COMPANY IN SRI LANKA
(Department of Human Resource Management, Faculty of Commerce and Management Studies, University of Kelaniya, Sri Lanka., 2025) Dilruk, M.W.A.; Welmilla, I.
The purpose of this research study is to determine the impact of supervisor assistance, work life balance, and training on employee turnover intention. Additionally, this study aims to fill the gap in literature by investigating the impact of supervisor assistance, work life balance, training on employee turnover intention. While there is a wealth of established global literature on the selected variables, there is limited research specifically focused on the automobile industry. This study explores of the impact of supervisor assistance, work life balance, and training on employee turnover intention of non-executive employees at ABC automobile company in Sri Lanka.This is a deductive, quantitative and cross-sectional research study. The data were collected using a self-administered standard questionnaire in an online format. Simple random sampling technique was employed, and simple regression analysis was used to test hypotheses. The analyzed results reveal that supervisor assistance, work life balance, and training have a positive impact on turnover intention of non-executive employees at ABC automobile company in Sri Lanka.In the case of non-executive employees at ABC Company, this research offers critical insights to policymakers and HR practitioners in Sri Lanka's automotive industry. In addition, It emphasizes the need for an integrated supervisor support strategy, career development-focused work-life balance activities, and targeted training programs to enhance staff retention. However, there are some limitations in the exclusion of other possible influential factors like peer behaviors and leadership, limitation to a single firm, and quantitative measures that cannot capture the perceptions of the employees. Future studies can include extension to more firms and inclusion of more variables including mediating and moderating variables.
The Impact of Employee Non-Financial Incentives on Employee Turnover in Apparel Industry: With Special Reference to Operational Level Employees of Apparel Firms in Biyagama Export Processing Zone
(5th HRM Student Research Symposium 2018, Department of Human Resource Management, Faculty of Commerce and Management Studies, University of Kelaniya, Sri Lanka, 2018) Jeewadhayan, J. S.; Welmilla, I.
The main objective of this study is to examine the impact of non-financial incentives on turnover intention through job satisfaction. For this purpose, this study empirically evaluated the three dimensions of non-financial incentives (Job Enrichment, Worker’s Participation in Management and Employee Recognition), job satisfaction and impact on the turnover intention. The sample consisted of 100 operational level employees working in apparel firms in Biyagama Export Processing Zone in Sri Lanka. Data were gathered by using a convenience sampling technique through self-administering questionnaires. Descriptive Statistical Analysis were used to analysis the existing situation of three dimensions. The strength of the linear relationship between two variables were measured by the Pearson’s Correlation Coefficient and the mediation effect of job satisfaction was assessed through Baron and Kenny mediation assessment technique. The analysis exposes that there is a strong negative relationship between employee non-financial incentives and turnover intention. Further it evident that job satisfaction partially mediates the relationship between non-financial incentives and turnover intention. Researcher discussed and suggested that the apparel sector companies should be taken the appropriate strategies to develop the competitive advantage and employee work life improvement

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