Human Resource Management
http://dr.lib.sjp.ac.lk/handle/123456789/47
2024-03-29T08:31:23ZHuman Resource Management
http://dr.lib.sjp.ac.lk/handle/123456789/7007
Human Resource Management
Opatha, H.H.D.N.P.
Senior Professor
Formerly Professor of Human Resource Management (on Merit)
University of Sri Jayewardenepura
2009-01-01T00:00:00ZStrategic Human Resource Management and Theoretical Background: A Critical Review Perspective
http://dr.lib.sjp.ac.lk/handle/123456789/4621
Strategic Human Resource Management and Theoretical Background: A Critical Review Perspective
Sajeevanie, T.L.
Wright et al. (1992) have mentioned that the field of Strategic Human Resource Management (SHRM) is lack o f a strong theoretical foundation. Resource Base View (RBV) and there are some other theories which are relevant to the area of SHRM. The literature on HRM and performance can be divided into three main kinds of theories; Universalistic, Contingency and Configurationally (Gooderham et al., 2008). Wright et al. (1992, p.303) have mentioned that “one of the original and more popular theoretical models used in the SHRM literature is the Behavioral Perspective As they explained, this theory focuses on the mediator effect on the relationship between strategy and firm performance. On the other hand the agency/transaction cost theory approach to examining the problems of human exchange are based in the fields of finance and economics. According to Universalist principles there is a universal prescription or 'one best way’ or a general pattern. Another important issue is although the best practice approach has considerable support, this approach is also criticized by different perspective in the literature. Meanwhile the contingency school has criticized best practice. However it is clear that there is no universal prescription of SHRM practice that should be employed in each different context. In contrast to the Universalistic or best practice approach, the best fit approach adopts a contingency approach. The linkage between strategy and HRM has received extensive attention from contingency school of through. After considering all of the relevant theories it can be concluded that the highly relevant theory for SHRM research is RBV while other theories do facilitating and supporting
2015-07-17T00:00:00ZIntegration between Practice of Strategic Human Resource Management and Organizational Strategy Process: View Points from CEOs and Heads of HR in Sri Lankan firms
http://dr.lib.sjp.ac.lk/handle/123456789/4620
Integration between Practice of Strategic Human Resource Management and Organizational Strategy Process: View Points from CEOs and Heads of HR in Sri Lankan firms
Sajeevanie, T.L.; Opatha, H.H.D.N.P.; Dissanayake, K.
The Practice of Strategic Human Resource Management has become more important to strategic management, largely as a result of its role in providing competitive advantage and the rush to competitiveness. Existing literature reveals that it is critical to address the research issue of why the practice of SH R M should integrate with Organizational Strategy Process. The objective of this study was to fin d out reasons for why the practice of SHRM should integrate with Organizational Strategy Process from the viewpoints of Chief Executive Officers and Heads of Human Resource of Sri Lankan Listed Companies. Qualitative approach was used and the research strategy of this study was descriptive. In order to select the respondents the purposive sampling technique was used. Semi-structured interviews were conducted in order to explore the existing uncovered realities. Heads of HR and CEOs of 20 organizations were interviewed and the data were analyzed through thematic analysis. Initially five themes were identified and later refinement produced four themes. These are original contributions to the Sri Lankan SHRM Literature. The findings of the study help fill the existing knowledge gap and provide some practical implications for professionals on SHRM practices in the Sri Lankan context.
2015-06-01T00:00:00ZThe Role of HRM in Improving Labour Productivity: An Analysis of Manufacturing SMEs in Japan
http://dr.lib.sjp.ac.lk/handle/123456789/4611
The Role of HRM in Improving Labour Productivity: An Analysis of Manufacturing SMEs in Japan
Gamage, A.S.
Small and Medium Enterprise (SME) sector is considered to be the backbone of Japanese economy. Its importance is often highlighted by the large share of the economy it occupies, whether in terms of number of companies, total number of employees, value of shipments or GDP. However, since last two decades many SMEs have gone out of businesses while firm entry rate is showing downward trend. According to some business advocates, one of the reasons for high rate of business failures in SMEs is due to its less attention to the human side of their businesses. Therefore, the broad objective of this study is to examine the role of Human Resource Management (HRM) practices in SMEs in Japan. Specifically, this study attempts to examine the relationship between HRM practices and labor productivity in manufacturing SMEs in Japan. Further, it aims to examine the mediating link of HR outcomes in between HRM practices and labour productivity. A structured questionnaire was developed and sent to 436 SMEs in Aichi Prefecture and 144 firm s responded to the questionnaire resulting in 32 percent response rate. Based on the data analysis it was found that there is a strong positive relationship between HRM practices and labour productivity mediated by HR outcomes in manufacturing SMEs in Japan.
2015-01-01T00:00:00Z