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<title>Vol. 1 No. 1 (2007)</title>
<link href="http://dr.lib.sjp.ac.lk/handle/123456789/11057" rel="alternate"/>
<subtitle/>
<id>http://dr.lib.sjp.ac.lk/handle/123456789/11057</id>
<updated>2026-04-23T10:20:04Z</updated>
<dc:date>2026-04-23T10:20:04Z</dc:date>
<entry>
<title>An Empirical Investigation of Union-related Factors Contributing to Labour-Management Relationship in Manufacturing Firms in Sri Lanka**</title>
<link href="http://dr.lib.sjp.ac.lk/handle/123456789/11073" rel="alternate"/>
<author>
<name>Opatha, H.H.D.N.P.</name>
</author>
<id>http://dr.lib.sjp.ac.lk/handle/123456789/11073</id>
<updated>2022-04-18T10:11:28Z</updated>
<published>2007-01-01T00:00:00Z</published>
<summary type="text">An Empirical Investigation of Union-related Factors Contributing to Labour-Management Relationship in Manufacturing Firms in Sri Lanka**
Opatha, H.H.D.N.P.
Existing literature reveals a gap in the empirical knowledge in respect of factors that&#13;
affect Labour-Management Relationship (LMR) at the firm level. The present study,&#13;
which was part of a comprehensive study of effects of some union-related factors and&#13;
management-related factors on LMR, empirically evaluated six union-related factors that&#13;
could have an effect on LMR namely union satisfaction at work, grievance handling,&#13;
worker discipline administration, worker performance evaluation, union attitudes to&#13;
management, and competence of union officials. The study involved 202 union officials&#13;
who were selected from 23 unionised manufacturing firms in Sri Lanka. The results&#13;
indicated that all the independent variables were positively and significantly correlated&#13;
to LMR. However, results of regressing the independent variables on LMR showed that&#13;
union satisfaction at work, grievance handling, worker discipline administration, worker&#13;
performance evaluation, and union attitudes to management are strong predictors of&#13;
LMR while competence of union officials is a weak predictor. On the whole, the&#13;
independent variables accounted for almost 70% of the variance in the LMR. The paper&#13;
is of empirical and theoretical importance as the findings confirmed an original&#13;
explanatory model of LMR that could enhance our understanding of the dynamics of&#13;
LMR and can be applied to enhance LMR in the manufacturing sector in Sri Lanka.
</summary>
<dc:date>2007-01-01T00:00:00Z</dc:date>
</entry>
<entry>
<title>Relationships between Human Resource Manager-related Factors and Practice of Strategic Human Resource Management in Sri Lankan Listed Firms</title>
<link href="http://dr.lib.sjp.ac.lk/handle/123456789/11072" rel="alternate"/>
<author>
<name>Sajeewanie, T. L.</name>
</author>
<author>
<name>Opatha, H.H.D.N.P.</name>
</author>
<id>http://dr.lib.sjp.ac.lk/handle/123456789/11072</id>
<updated>2022-04-18T10:01:14Z</updated>
<published>2007-01-01T00:00:00Z</published>
<summary type="text">Relationships between Human Resource Manager-related Factors and Practice of Strategic Human Resource Management in Sri Lankan Listed Firms
Sajeewanie, T. L.; Opatha, H.H.D.N.P.
The objectives of this research paper were to investigate whether competency, education,&#13;
experience, age and hierarchical level of human resource manager of the listed firms&#13;
relate to the practice of SHRM of those firms; and to investigate whether these factors&#13;
have a significant joint impact on the practice of SHRM of listed companies in Sri Lanka.&#13;
A research framework consisting of five independent variables and one dependent&#13;
variable was developed and six hypotheses were formulated using deductive approach.&#13;
The study was conducted relating to all Sri Lankan listed firms numbering 242. Purpose&#13;
of the study, type of investigation, extent of researcher interference with the study, study&#13;
setting, unit of analysis and time horizon were hypotheses testing, noncausal, minimal,&#13;
noncontrived, individual and cross-sectional respectively. Measures of the study had&#13;
possessed sufficient validity and reliability. The structured questionnaire was&#13;
administered to cover all the firms and head of human resource department worked as&#13;
the respondents on behalf of the firms. 161 human resource heads responded making a&#13;
response rate of 66.52 per cent. Data exploration ensured the normality and linearity&#13;
assumptions being not violated. The results of the study showed significant and positive&#13;
relationships between the independent variables, i.e., competence, education, experience,&#13;
and hierarchical level of human resource managers and the dependent variable, i.e.,&#13;
practice of SHRM. However, no significant relationship was found between age of human&#13;
resource manager and practice of SHRM. Multivariate analysis revealed that combined&#13;
influence of competency, education, experience, age, and hierarchical level of human&#13;
resource manager on the perceived practice of SHRM within a firm was significant.&#13;
Findings of the study will be important on practical grounds. Important implications of&#13;
the findings of the study are that a firm should hire and retain a person as the Head of&#13;
HRM who should possess a high competence of HRM, higher formal education of HRM,&#13;
and more experience in HRM in order to establish a serious practice of SHRM, and also&#13;
the Head of HRM is to be appointed as a member of the Top Management of the firm.
</summary>
<dc:date>2007-01-01T00:00:00Z</dc:date>
</entry>
<entry>
<title>Impact of Attitudinal Factors on Job Performance of Executives and Non-Executive Employees in Apparel Industry in Sri Lanka</title>
<link href="http://dr.lib.sjp.ac.lk/handle/123456789/11071" rel="alternate"/>
<author>
<name>Kottawatta, K. H. H.</name>
</author>
<id>http://dr.lib.sjp.ac.lk/handle/123456789/11071</id>
<updated>2022-04-18T09:51:16Z</updated>
<published>2007-01-01T00:00:00Z</published>
<summary type="text">Impact of Attitudinal Factors on Job Performance of Executives and Non-Executive Employees in Apparel Industry in Sri Lanka
Kottawatta, K. H. H.
On the scenario of continuous discussions on challenges faced by apparel industry in Sri&#13;
Lanka, human involvement is yet to be considered as a significant organizational element.&#13;
There are several human resources problems such as high labor turnover and absenteeism&#13;
etc, which have made a huge barricade to minimize the effort of the achieving&#13;
organizational objectives in the apparel industry. All the categories of human resources&#13;
have a significant role to play in maintaining the highest labor productivity in this sector.&#13;
However the available literature does not provide empirical evidence with regard to the&#13;
impact of attitudinal factors on performance of executive and non-executive employees in&#13;
this industry in Sri Lanka. Therefore, this study empirically investigated three attitudinal&#13;
variables, which could influence on the job performance of the executive and nonexecutive&#13;
employees in the apparel industry. The data were collected from a randomly&#13;
selected sample of 354 executive employees and 536 non – executive employees in the&#13;
apparel industry by administrating a structured questionnaire, which consisted of 85&#13;
questions/statements with 5 points scale. The data analyses included the univariate,&#13;
bivariate, and multivariate analyses. The findings of the study are that job satisfaction,&#13;
organizational commitment, and job involvement were positively and strongly correlated&#13;
with job performance of executive employees while job satisfaction was positively and&#13;
strongly correlated with job performance of non-executive employees in this sector.&#13;
Organizational commitment and job involvement were positively correlated with job&#13;
performance of non-executive employees in this sector. A strong and positive significant&#13;
relationship exists between job satisfaction and job performance in both categories of&#13;
employees. As per the multiple regression analysis, 84% of the variance in the job&#13;
performance of executive employees has been accounted for by the three independent&#13;
variables jointly and 83% of the variance in the job performance of non-executive&#13;
employees has been accounted for by the three independent variables jointly. It is&#13;
concluded that among the three attitudinal factors, especially job satisfaction should be&#13;
considered to enhance the performance of executive and non-executive employees in this&#13;
industry as a common attitudinal factor. However, the behaviors of attitudinal factors&#13;
among executive and non-executive employees are divergent in nature.
</summary>
<dc:date>2007-01-01T00:00:00Z</dc:date>
</entry>
<entry>
<title>Human Resource Management Practices in Listed Firms in Sri Lanka</title>
<link href="http://dr.lib.sjp.ac.lk/handle/123456789/11070" rel="alternate"/>
<author>
<name>Serasinghe, D. K. S.</name>
</author>
<author>
<name>Opatha, H.H.D.N.P.</name>
</author>
<id>http://dr.lib.sjp.ac.lk/handle/123456789/11070</id>
<updated>2022-04-18T09:43:01Z</updated>
<published>2007-01-01T00:00:00Z</published>
<summary type="text">Human Resource Management Practices in Listed Firms in Sri Lanka
Serasinghe, D. K. S.; Opatha, H.H.D.N.P.
The objective of this research paper was to investigate whether size and age of listed&#13;
firms relate to systematic use of HRM practices being followed by those firms and a&#13;
significant difference exists between local firms and multinational firms operating in Sri&#13;
Lanka with regard to systematic use of HRM practices. Three hypotheses were&#13;
formulated using deductive approach. The study was conducted relating to all listed firms&#13;
numbering 248, which were listed in the Colombo Stock Exchange. Type of investigation&#13;
was correlational and it was cross-sectional in time horizon. The unit of analysis of this&#13;
study was at firm level. The structured survey was administered to cover all the firms and&#13;
human resource managers worked as the respondents on behalf of the firms. However&#13;
data were possible to be collected from 66 managers representing 66 firms. In order to&#13;
test the first and second hypotheses that were concerned with relationships of size and&#13;
age with systematic use of HRM practices the Pearson Product-Moment Correlation&#13;
technique was applied. The third hypothesis was concerned with difference between&#13;
multinational firms and local firms with regard to systematic use of HRM practices and&#13;
Independent Sample T test was the appropriate technique to test the validity of the&#13;
hypothesis. The results of the study showed a significant difference existing between local&#13;
firms and multinational firms operating in Sri Lanka with regard to systematic use of&#13;
HRM practices. However the study revealed that size of the firm and the degree of&#13;
systematic use of HRM practices and also age of the firm and the degree of systematic&#13;
use of HRM practices are not significantly and positively related. Implication of the&#13;
findings is that irrespective of the size of the firm and the age of the firm it is possible to&#13;
establish good practices of Human Resource Management which contribute to provide&#13;
the organization with a more appropriate and contended employee force that gives the&#13;
maximum contribution to its success. In this context, top management support and&#13;
employment of right personnel who specialize in HRM may be more important in&#13;
enhancing the systematic use of HRM practices in firms.
</summary>
<dc:date>2007-01-01T00:00:00Z</dc:date>
</entry>
</feed>
