http://dr.lib.sjp.ac.lk/handle/123456789/11119 2026-01-07T06:15:41Z http://dr.lib.sjp.ac.lk/handle/123456789/11153 Work-Family Balance of Managerial Employees: A Study in a Sri Lankan Firm Perera, M.M.U. Work-family balance of managers is critical for organizational success as their inability to have the balance can lead to significant bad consequences. An empirical study was carried out to achieve three objectives: (1) to investigate whether the managerial level employees consider the balance between work life and family life as important; (2) to investigate the reasons for their perceptions; and (3) to investigate as to how the managers who work in the organization under the study maintain work-family balance. The qualitative method was adopted and one particular private company was selected for the study purpose. 15 managers who are married and having a family life were considered for the purpose of collecting data to achieve the research objectives. The interview technique was used along with a carefully prepared interview checklist in order to collect data. The findings reveal that to have work-family balance is very important because the life has a family aspect other than the work aspect; therefore there is a need of avoiding work-family conflicts. There are many ways of maintaining the balance between work-life and family life followed by the managers and they have been specifically mentioned in the study. 2020-01-01T00:00:00Z http://dr.lib.sjp.ac.lk/handle/123456789/11152 The Coronavirus and The Employees: A Study from the Point of Human Resource Management Opatha, H.H.D.N.P. 2020-01-01T00:00:00Z http://dr.lib.sjp.ac.lk/handle/123456789/11149 The Impact of Talent Management on Employee Performance: The Mediating Role of Job Satisfaction of Generation Y Management Trainees in the Selected Public Banks in Sri Lanka Wickramaaratchi, D. R.; Perera, G.D.N. Development of talent pool is believed to be a source of competitive advantage in today’s dynamic business organisations whereas the middle role of talent management has been emerging with the recognition of significance with its impact on desirable employee level outcomes. The present study aims to fill up the existing research gap by examining the impact of talent management on employee performance in the context of selected public banks in Sri Lanka specifying the generation Y management trainees. Also the study sheds light on the mediation role of job satisfaction with the talent management – employee performance link. Thus, the current study contributes to the literature in the field of talent management, employee performance and job satisfaction. The study was conducted on a sample of 180 generation Y management trainees opted randomly from a sample frame of public banks. The data was mainly analysed using the analytical software SPSS version 23 that provided more meaning and validated results. Further Hayes' PROCESS Macro v3.3 with SPSS was used to measure the mediation effect. The findings reveal that talent management has a significant positive impact over employee performance and job satisfaction. Also, it reveals a significant positive relationship between employee performance and job satisfaction. Importantly, job satisfaction has bridged the gap of talent management – employee performance link through mediation. According to the findings of the study, it is proposed that adopting talent management is worthwhile as it leads to build a satisfied young generation and improved performance at work. 2020-01-01T00:00:00Z http://dr.lib.sjp.ac.lk/handle/123456789/11146 An Instrument to Measure the Practice of Strategic Human Resource Management in Private Sector Organizations Sajeevanie, T. L.; Opatha, H.H.D.N.P.; Dissanayake, K. Human Resources in an organization are the type of resources that possess the ability to make decisions, the ability to create and innovate, and the ability to generate and enhance a sustainable competitive advantage. Hence, managing Human Resources strategically has been critical. Similarly, measuring the practices of strategic human resource management has also been difficult. The objective of this paper is to present an instrument to measure the Practice of Strategic Human Resource Management in Private Sector Organizations. A systematic and adequate attempt was made to conceptualize and operationalize the construct of the Practice of Strategic Human Resource Management and the instrument was based on three dimensions i.e., coherence, integration and devolvement. By using 288 Heads of Human Resources and 288 Chief Executive Officers of Sri Lankan listed firms, various forms of validity and reliability were tested and it was found that the instrument possesses adequate degrees of validity and reliability. It is of the belief that the instrument can be utilized for future research studying the Practice of Strategic Human Resource Management in organizations. 2020-01-01T00:00:00Z