Commerce and Management

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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.
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    The Impact of Knowledge Sharing Factors on Talent Retention: A Study of Private Sector Organizations in Sri Lanka
    (9th International Conference on Business and Information (ICBI-2018), Department of Management Studies and Toc H Institute of Science and Technology, India, Faculty of Commerce and Management Studies, University of Kelaniya, Sri Lanka, 2018) Silva, H.M.S.V.; Sandeepani, S.H.M.
    In current environment, Modern knowledge based companies were taken knowledge as the weapon to gain competitive advantage from the market through high talented people. Thus, the purpose of this study was to investigate the knowledge sharing factors on talent retention of executives and above employees working in the top five private sector companies in Sri Lanka. This study has identified that mutual trust in between superior and subordinate for knowledge sharing, rewards for knowledge sharing and training for knowledge sharing and managerial support from superior to subordinate for knowledge sharing as the most influential factors in knowledge sharing. This was a quantitative study used a deductive approach. This study was carried out as an individual-level study with a sample of 160 executive level employees. The population framework of executive and above level of five companies was available, thus, the simple random sampling was applied in selecting sample for this study. In addition, survey strategy was followed in the study and a self-administered, anonymous, pre-tested questionnaire was used for data collection purpose. Moreover, four hypotheses were constructed for four factors and they were tested using simple linear regression analysis. It was concluded that there is a positive significant impact of mutual trust between supervisor and subordinate for knowledge sharing, rewards for knowledge sharing and training for knowledge sharing on talent retention of executives and above employees. Findings concluded that there is a positive moderate impact of managerial support for knowledge sharing on talent retention of executives and above employees in private sector organizations in Sri Lanka. Finally, findings stimulates to review and revise their existing knowledge sharing practices to formulate their talent retention policies or to revise their existing talent retention policies in a way of increasing the best talent in organizations to ready for ‘war for best talent’ in 21st century
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    Retaining Talent - An Investigation into High Employee Retention: A Case Study Based in Ceylon Biscuits Limited
    (Department of Human Resource Management, Faculty of Commerce and Management Studies, University of Kelaniya, 2015) De Sapukotana, J.D.S.; Welmilla, I.
    Reasons for employee retention remain same, even after dramatic changes that have shaken the job market. Because hiring an employee is only one matter, but keeping them is more crucial. Ceylon Biscuits Ltd maintains a high employee retention rate through the past decade which can be considered as a strategy rather than an outcome. The scope of this study is necessarily ambitious. It is an attempt to develop knowledge and conduct the research in a meaningful and practical way. The objective of this research is to identify the relationship between the selected factors and the high employee retention in Ceylon Biscuits Ltd, Sri Lanka. To achieve this objective, four hypotheses were developed and tested. Based on the Literature review, four influencing factors of employee retention (Job Satisfaction, Compensation and Rewards, Organizational Culture and Employee Engagement) were selected. The dependent variable of the study was employee retention. The research questions can be identified as the relationship between Employee Retention and Job satisfaction, the relationship between Employee Retention and Compensation, Rewards, the relationship between Employee Retention and Organizational culture, Employee Retention and Employee engagement. In order to gain the in depth knowledge required for the thesis, a case study methodology were utilized with Questionnaires within a specific discipline. The validity and reliability of the instruments were tested by using appropriate methods. The study is cross sectional and the primary data were collected by using random sampling method and sample size was 73 junior staff and executives who are working for 10 years or more in Ceylon Biscuits Ltd, Sri Lanka. To test the hypotheses, correlation analysis, simple regression analysis and multiple regression tests were performed. Finding of the study reveals that employee engagement is most influencing factor which caused employee retention which amounts to a Pearson Correlation of 0.82.