Commerce and Management

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Subject: search.filters.subject.Human Resource Practices

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    INVESTIGATING THE MODERATING ROLE OF HR PRACTICES IN THE RELATIONSHIP BETWEEN EMPLOYEE CREATIVITY AND READINESS DURING THE PRE-OPENING PHASE IN SRI LANKA’S HOSPITALITY INDUSTRY
    (Department of Human Resource Management, Faculty of Commerce and Management Studies, University of Kelaniya, Sri Lanka., 2025) Maheshika M.G.H.; De Silva G.H.B.A.
    This study examines the moderating effect of human resource (HR) practices on the relationship between employee creativity and readiness during the pre-opening phase of Sri Lanka’s hospitality sector. The research addresses a critical gap by analyzing how HR practices - specifically training, communication, feedback, and role clarity - enhance employee creativity and facilitate readiness in the high-pressure pre-opening context. A quantitative research design was employed, utilizing a structured questionnaire distributed among employees with prior pre-opening experience at leading hotels, including Cinnamon Life Integrated Resort, Shangri-La, and ITC Ratnadipa. A total of 346 valid responses were subjected to descriptive statistics, correlation analysis, and moderation analysis using SPSS. The findings reveal a significant positive correlation between employee creativity and readiness, further strengthened by HR practices. Training and communication emerged as the primary enablers of creativity, whereas feedback and role clarity were the strongest determinants of employee readiness. These insights underscore the strategic importance of HR interventions in fostering a workforce capable of navigating the complexities of hotel pre-openings. The study contributes to the broader literature on HR management in hospitality and offers empirical evidence to inform HR strategies aimed at enhancing employee adaptability and performance. Future research should explore industry-specific best practices and the longitudinal effects of HR policies on workforce preparedness.
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    The Impact of HRM Practices on Organizational Performance: Evidence from a Public University in Sri Lanka.
    (8th International Conference on Business & Information ICBI – 2017, Faculty of Commerce and Management Studies, University of Kelaniya, Sri Lanka., 2017) Lasanthika, W. J. A. J. M.
    The purpose of this paper is to study the impact of human resource management (HRM) practices on organizational performance. A total of 200 employees from a public university comprising of both academicians and non-academicians responded to the survey. The survey questionnaire had 33 items covering selected demographic factors, HRM practices and university performance. The study has found that HRM practices: recruitment and selection, training, performance appraisal, compensation and employee participation have a significant relationship with university performance. Training and performance appraisal gave the highest contribution towards university performance. If the university aims to upgrade university performance, it should emphasize more on these HRM practices. Most studies have focused impact on HRM practices in the manufacturing sector, and this study targeted service sector, especially higher education sector. It also has attempted to add knowledge on the impact of HRM practices on university performance in Sri Lanka combining both the academicians and non-academic staff.
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    Eliciting OCB through Human Resource Management Practices: Review of the Extant Literature
    (2011) Bambale, A.J.; Shamsudin, F.M.; Subramaniam, C.
    This paper is an attempt to gather various organizational factors identified to have influence in eliciting OCB. This paper is a content analysis that provided a comprehensive and updated development about numerous organizational factors that positively affect employees which in turn elicit OCB. The paper has identified several HRM practices that positively affect OCB in different organizational contexts. HR practices including conducive work atmosphere, equity, empowerment, training and development, job description, socialization, evaluation and rewards were among important HRM practices reported to have positive impact on employee work attitudes and behaviors. These HR practices were demonstrated to influence job satisfaction, commitment, and eventually OCB. The paper is significant to both the theory and practice of HRM. Theoretically, the paper has provided an updated framework for understanding theoretical contributions of various authors to the development of the subject areas of HRM and OCB. This paper has also provided insights for further theory development of both HRM and OCB. Practically, this paper has unveiled updated information concerning HR practices that enhance OCB performance. This paper provided insights into new research directions for further development of HRM theory and practice.