Commerce and Management

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Subject: search.filters.subject.Talent Management

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    Talent Management for Enhancing the Efficiency of Human Resources in the Public Sector of Sri Lanka: A Comparative Study
    (Department of Human Resource Management, Faculty of Commerce and Management Studies, University of Kelaniya, Sri Lanka., 2023) Jayasena, S. D. N. S.; Rajasekera, J.; Wenkai, L.
    The Sri Lankan Public Sector has often been criticized for being overstaffed, inefficient and a burden to the economy. This has partly been attributed to the deficiencies in employee talents management. This study attempts to find the direction for augmenting human resource in public sector in Sri Lanka through Talent Management (TM), by benchmarking against standards from Japan, Singapore, and Norway. This study adopts a qualitative research approach. One-on-one interviews were conducted with the Executive Officers of Public Service of Sri Lanka. Also, data on TM practices in Public Sector in Japan were gathered through a questionnaire. There was also an extensive review of relevant literature on the study concept from the Public Service of Japan, Singapore and Norway, which rank top in Government Efficiency Indicator. Using the Case study approach, the data obtained was analysed by comparative analysis to compare TM policies and activities of these countries. The study revealed several drawbacks concerning TM in Public Service of Sri Lanka. Analysing various TM models of countries having high standards, the benchmark study proposes an effective Talent Management Model for the Public Sector in Sri Lanka, including Talent Gap analysis, Talent Acquisition and Augmenting, development, assessment, measurement, retention, and transition.
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    Determinants of Employee Engagement: Evidence from Indian Industries
    (Faculty of Commerce and Management Studies, University of Kelaniya, 2015) Mohapatra, A.K.D.; Choudhury, S.
    ‘Employee engagement’ has occupied the Centre stage of corporate management today for its apparent linkage with enhanced organizational productivity. Various studies have indicated that firms with higher number of engaged employees have lower operating costs, lower attrition, greater talent pool, higher morale, higher customer satisfaction and higher profits. This study undertaken in the Indian industrial set up based on primary data collected from 169 respondents reveals that employees’ age, experience, educational qualifications and gender have a significant bearing on their engagement levels. The study further reveals that employee engagement receives equal importance from the private and the public sector firms in India. Also, six major factors, namely, organization culture, job profile and accountability, compensation and benefits, resources at work, caring attitude of organization, and communication, are found to be the major determinants of employee engagement in the Indian industries.