The HRM Practices on Job Satisfaction of Operational Workers in the Apparel Industry in Colombo District, Sri Lanka

Piyasena, Kgcc; Kottawatta, H.

doi:10.31357/hrmj.v3i2.2867

Cited by 4 publications

(5 citation statements)

References 18 publications

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“…The results corroborate past studies that show that increased engagement levels enhance performance, satisfaction, innovation and motivation (Memon et al ., 2021; Sandhya and Sulphey, 2020; Schaufeli and Salanova, 2007). They also support earlier studies which show that enhanced engagement levels influence learning and motivation (Bailey et al ., 2017; Piyasena and Kottawatta, 2018). The findings validate the supposition of researchers (Boccoli et al ., 2023; Chen and Peng, 2021).…”

Section: Discussionmentioning

confidence: 99%

“…Employee engagement and organizational commitment Several studies have expressed a positive association between employee engagement and organizational commitment (Jung and Yoon, 2016;Piyasena and Kottawatta, 2018;Rigg et al, 2014). Gupta (2017) postulates that enhanced engagement levels improve performance, satisfaction, innovation and motivation.…”

Section: H3 Hrd Practices Are Significantly Associated With Normative...mentioning

confidence: 99%

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Human resource development practices and employee engagement: the mediating role of organizational commitment

Otoo,

Rather

2024

RAMJ

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PurposeHighly committed, motivated and engaged employees assure organizational success and competitiveness. The study aims to examine the association between human resource development (HRD) practices and employee engagement with organizational commitment as a mediating variable.Design/methodology/approachData were collected from 760 employees of 13 star-rated hotels comprising 5 (five-star) and 8 (four-star). The data supported the hypothesized relationships. Structural equation modeling was used to evaluate the proposed model and hypotheses. Construct validity and reliability were established through confirmatory factor analysis.FindingsThe results indicate that HRD practices and affective commitment are significantly associated. HRD practices and continuance commitment were shown to be non-significantly associated. HRD practices and normative commitment were shown to be non-significantly associated. Employee engagement and organizational commitment are significantly associated. The results further show that organizational commitment mediates the association between HRD practices and employee engagement.Research limitations/implicationsThe generalizability of the findings will be constrained due to the research's hotel industry focus and cross sectional data.Practical implicationsThe study's findings will serve as valuable pointers for stakeholders and policymakers of the hotel industry in the adoption, design and implementation of proactive HRD interventions to keep highly engaged and committed employees for organizational competitiveness and sustainability.Originality/valueBy evidencing empirically that organizational commitment mediates the nexus between HRD practices and employee engagement, the study extends the literature.

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Section: Discussionmentioning

confidence: 99%

Section: H3 Hrd Practices Are Significantly Associated With Normative...mentioning

confidence: 99%

Human resource development practices and employee engagement: the mediating role of organizational commitment

Otoo,

Rather

2024

RAMJ

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“…Employee engagement reduces employee turnover and enhances organizational growth (Bakker and Oerlemans, 2019;Riyanto and Adhitama, 2020). The pharmaceutical industry would have to (re) evaluate employee engagement interventions where employees are optimistic and highly focused on their work Piyasena and Kottawatta, 2018). Employee engagement mediates the association between job resources and employee turnover intentions.…”

Section: Practical Implicationmentioning

confidence: 99%

Does employee engagement mediate the nexus of job resource and employee turnover intentions?

Otoo

2024

IIMTJM

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PurposeEngaged employees assure organizational competitiveness and sustainability. The purpose of this study is to explore the relationship between job resources and employee turnover intentions, with employee engagement as a mediating variable.Design/methodology/approachData were collected from 934 employees of eight wholly-owned pharmaceutical industries. The proposed model and hypotheses were evaluated using structural equation modeling. Construct reliability and validity was established through confirmatory factor analysis.FindingsData supported the hypothesized relationship. The results show that job autonomy and employee engagement were significantly associated. Supervisory support and employee engagement were significantly associated. However, performance feedback and employee engagement were nonsignificantly associated. Employee engagement had a significant influence on employee turnover intentions. The results further show that employee engagement mediates the association between job resources and employee turnover intentions.Research limitations/implicationsThe generalizability of the findings will be constrained due to the research’s pharmaceutical industry focus and cross-sectional data.Practical implicationsThe study’s findings will serve as valuable pointers for stakeholders and decision-makers in the pharmacuetical industry to develop a proactive and well-articulated employee engagement intervention to ensure organizational effectiveness, innovativeness and competitiveness.Originality/valueBy empirically demonstrating that employee engagement mediates the nexus of job resources and employee turnover intentions, the study adds to the corpus of literature.

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“…He/she will reduce the production speed by at least 20%. Therefore, the operational level employees in the Garment industry can be considered as the heart of the industry (Piyasena & Kottawatta, 2015).…”

Section: Introductionmentioning

confidence: 99%

Impact of Workplace Employee Grievances on Employee Performance: Evidence from Operational Level Employees in Some Selected Apparel Companies

Silva

Malalage

2021

J. Bus. Technol.

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Today, most of the apparel industries face challenges because of the high turnover rates and low productivity problems. The employees are the basic building blocks of the overall organizational performance. The objective of this study was to identify the impact of employee grievances on employee performance. The population of the study was 600 operational level employees from 03 selected apparel companies in Panadura area. The study investigated the impact of work place employee grievances on employee performance by analyzing the data collected through 200 operational level employees in selected apparel companies located in Panadura area. A paper-based structured questionnaire was administered to collect data. Miscommunication, overloaded work, aggressive supervisory behavior, and training gap in the workplace have shown significant association with employee performance based on the regression analysis. The study proved a negative relationship between the independent variables and employee performance.

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The HRM Practices on Job Satisfaction of Operational Workers in the Apparel Industry in Colombo District, Sri Lanka

Cited by 4 publications

References 18 publications

Human resource development practices and employee engagement: the mediating role of organizational commitment

Human resource development practices and employee engagement: the mediating role of organizational commitment

Does employee engagement mediate the nexus of job resource and employee turnover intentions?

Impact of Workplace Employee Grievances on Employee Performance: Evidence from Operational Level Employees in Some Selected Apparel Companies

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