Abstract:
On the scenario of continuous discussions on challenges faced by apparel industry in Sri
Lanka, human involvement is yet to be considered as a significant organizational element.
There are several human resources problems such as high labor turnover and absenteeism
etc, which have made a huge barricade to minimize the effort of the achieving
organizational objectives in the apparel industry. All the categories of human resources
have a significant role to play in maintaining the highest labor productivity in this sector.
However the available literature does not provide empirical evidence with regard to the
impact of attitudinal factors on performance of executive and non-executive employees in
this industry in Sri Lanka. Therefore, this study empirically investigated three attitudinal
variables, which could influence on the job performance of the executive and nonexecutive
employees in the apparel industry. The data were collected from a randomly
selected sample of 354 executive employees and 536 non – executive employees in the
apparel industry by administrating a structured questionnaire, which consisted of 85
questions/statements with 5 points scale. The data analyses included the univariate,
bivariate, and multivariate analyses. The findings of the study are that job satisfaction,
organizational commitment, and job involvement were positively and strongly correlated
with job performance of executive employees while job satisfaction was positively and
strongly correlated with job performance of non-executive employees in this sector.
Organizational commitment and job involvement were positively correlated with job
performance of non-executive employees in this sector. A strong and positive significant
relationship exists between job satisfaction and job performance in both categories of
employees. As per the multiple regression analysis, 84% of the variance in the job
performance of executive employees has been accounted for by the three independent
variables jointly and 83% of the variance in the job performance of non-executive
employees has been accounted for by the three independent variables jointly. It is
concluded that among the three attitudinal factors, especially job satisfaction should be
considered to enhance the performance of executive and non-executive employees in this
industry as a common attitudinal factor. However, the behaviors of attitudinal factors
among executive and non-executive employees are divergent in nature.
