http://dr.lib.sjp.ac.lk/handle/123456789/11061 2026-01-07T04:28:17Z 2026-01-07T04:28:17Z Weragoda, R.B.L. Opatha, H.H.D.N.P. http://dr.lib.sjp.ac.lk/handle/123456789/11123 2022-04-20T09:33:35Z 2015-01-01T00:00:00Z

The Mutual Role of Ability Emotional Intelligence and Trait Emotional Intelligence in Achieving Desired Objectives of Individual Weragoda, R.B.L.; Opatha, H.H.D.N.P. The term Emotion broadly refers to elicit feeling of excitement (James, 1894). To elicit the feeling of excitement, mere unmediated perception is not sufficient, but some minimal cognitive thinking is needed (Brosch, 2013). However, contribution of cognitive thinking in experiencing emotion is debatable. Ability Emotional Intelligence (AEI) is recognized under the domain of intelligence (Brackett et al, 2011; Cherniss, 2010; Mayer et al, 2008, Mayer et al, 2000) and is defined as a type of cognitive capability (Kerr et al, 2006) while Trait Emotional Intelligence (TEI) is interpreted based on trait theory as persons’ self confidence on emotional ability (Petrides, 2011; Petrides et al, 2007,). Mayer, et al, (2008) claimed that the term Trait is used typically to denote inherited characteristic and there is no justification for why certain traits are included. In contrast, Locke (2005) and Fineman (2004) argued that AEI is an invalid concept and does not belong to cognitive domain. In this study, the researchers have deviated from conventional argument that one concept is stronger than the other and explore how both constructs contribute from perceptual and ability perspectives in realizing desired objectives. According to self-efficacy theory, people with higher perceived value on their capabilities tend to initiate actions even under unfavorable conditions (Bandura, 1993). However Bandura (1977) further stressed that perceived self efficacy is not the sole determinant of behavior. Therefore, the researchers argue that both AEI and TEI are important in realizing desired objectives effectively and efficiently even though the constructs represent two different domains.

2015-01-01T00:00:00Z Gamage, A.S. http://dr.lib.sjp.ac.lk/handle/123456789/11113 2022-04-20T06:43:36Z 2015-01-01T00:00:00Z

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 firms 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 Arulrajah, A.A. http://dr.lib.sjp.ac.lk/handle/123456789/11112 2022-04-20T06:35:44Z 2015-01-01T00:00:00Z

Contribution of Human Resource Management in Creating and Sustaining Ethical Climate in the Organisations Arulrajah, A.A. This paper reviews the existent literature on creating and sustaining ethical culture and climate through human resource management (HRM) by discussing major issue and objective of managing ethical culture and climate and examining the state of human resource management in the same context. This review indicates different forms of ethical issues that still widely exist in the organisations and also reveals limited literature that examines how ethical culture and climate can be managed in organizations through effective HRM. The findings of this review present the contribution of functional dimensions of HRM in creating and sustaining ethical culture and climate at all levels in the organisations. This review also discusses the implications for practice and further research in relation to creating HRM-based ethical climate in organizations.

2015-01-01T00:00:00Z Arachchige, B.J.H. Robertson, A. http://dr.lib.sjp.ac.lk/handle/123456789/11111 2022-04-20T06:19:49Z 2015-01-01T00:00:00Z

The Effect of Human Resource Management High Performance Work Practices on Organisational Outcomes: A Sri Lankan Perspective Arachchige, B.J.H.; Robertson, A. High performance work practices (HPWPs) in human resource management (HRM) are practices considered to contribute to higher levels of employee performance and organisational productivity. They may be implemented through a best practice (universalistic), best fit (contingent) or integrated bundling (configurational) strategy. This study explores the extent to which the level of adoption of HPWPs in HRM in Sri Lankan organisations influences selected measures of performance outcomes covering a broad spectrum of divisions, hierarchical levels and processes, including those reflecting the effectiveness of the HRM strategy. In addition, the relationship between seven groups of HPWPs and the selected performance outcomes are researched. The findings add support to existing research in a number of countries linking HPWP adoption with improved levels of performance outcomes. Although HPWPs influence some outcomes positively they also may have negative effects upon others. The results have indicated which practices most significantly impact upon different outcomes thereby providing organisational decision makers with a guide as to how HPWPs can be employed most effectively to achieve organisational objectives.

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