Private sector plays a distinct role in Sri Lankan economy at the present context. Lack of employee performance is one of the major challenging problems faced by the private sector organizations. Private sector organizations incur a huge investment on improving employee performances and introduce novel HRM practices in order to improve employee performance. Sustainable HRM is also such a novel concept aimed at improving employee performance with sustainable outcomes. The major objective of conducting this study is to investigate current sustainable HRM practices and to identify the impact of those sustainable HRM practices on employee performance in one of the leading broiler companies in Sri Lanka. Based on the objectives of the study, semi structured questionnaire was used to collect data from a sample of 100 employees through simple random sampling and the collected data was analyzed descriptively and statistically. Sustainable recruitment and selection, sustainable training and development and sustainable motivation and rewards were considered as the major factors to identify the existing sustainable HRM practices in the company and to test the willingness of employees for implementing sustainable HRM practices. Findings of the study reveal that all the selected sustainable HRM practices were existed within the company and employees were willing to practice, except the practices which are related with advanced technology. In case of impact identification of sustainable HRM practices on employee performance, sustainable recruitment and selection have a significant negative impact. Sustainable motivation and rewards have a significant positive impact on employee performance. In case of identifying the constraints for practicing sustainable HRM practices in the company, lack of knowledge was identified as the most affecting constraint. Consequently, the results of this study may give policy implications for the company to enhance employee performance with sustainable HRM practices while expanding existing literature on sustainable HRM in Sri Lankan context. Keywords: Employee performance, Sustainable HRM, Sustainable motivation and rewards, Sustainable recruitment and selection, Sustainable training and development

Private sector related to the agrochemicals plays a vital role in the agrochemical industry in Sri Lanka. There is a huge competition among agrochemical companies in Sri Lanka. Employee’s performance is the key driving force for the market competition and productivity of the company. Analysing the discrepancy between potential and actual performance of the employees is crucial for those agrochemical companies. Hence, this research focused to identify the determinants of the discrepancy of employee performance and to identify the impact of employer’s strategic role behavior on performances. One of the leading private sector agrochemical Company in Sri Lanka was purposively selected for this study. Primary data was collected from randomly selected 50 employees using structured questionnaire. Standard statistical procedures, such as regression analysis, Pearson correlation analysis and Wilcoxon sign rank test were employed to analyze the data. The study concluded that employee’s personal determinants namely employees experience, skills, motivation and confidence are significantly affect for the discrepancy of employee performances while managerial role on employees performances namely organizing procedure, delegation, authority distribution and management, coordination among employees have significant negative impact on employee performances(p=0.000). According to the Pearson correlation analysis, the age of the employees have significant correlation with employees work load & schedule. Past experience of the employees have significant correlation with role ambiguity, employees planning ability, skills of the employees, confidence and the motivation of the employees. Furthermore, this study suggested that organization management in agro chemical companies must focused on employee’s personal factors and managerial behavior apart from strategic role behaviour in order to improve the employee’s performance effectively. Keywords: Agro chemical company, Employee performances, Human resource practices, Strategic human resource management, Strategic role behavior