Employee retention is emerging as a critical issues impact on the competitive advantage. Internal corporate social responsibility (CSR) has been creating so much attention in the minds of employees during the recent years. Thus, the chapter is based on three objectives: First, it explores the relationship between internal CSR and employee retention. Second, it identifies how intrinsic motivation mediates the relationship between internal CSR and employee retention. Finally, it determines the internal CSR activities which the apparel industry should pay more attention to in order to better employee retention. Primary data were collected by using questionnaires, and the results of the study indicated that there is a positive relationship between internal CSR and employee retention. Moreover, intrinsic motivation partially mediates the relationship between the internal CSR and employee retention. The findings of the study identify the internal CSR activities which the apparel industry should pay more attention to in order to develop retention programs in the future.
PurposeThe application of technology to higher education is contributing in many ways to create a highly adaptable, inclusive learning environment for all. This study intends to analyze the role of technology facilitation in creating an inclusive learning environment in the higher education institutions (HEIs), which would connect multi-ethnic students and academics effectively in the Sri Lankan context. Therefore, the primary aim of this study is to explore how technology facilitates inclusive learning in HEIs.Design/methodology/approachBased on the qualitative research approach, this study generated data from 30 undergraduates and 10 academics from 5 national universities in Sri Lanka to evaluate the effectiveness of technological facilitation in promoting inclusive learning. The data were then thematically analyzed using NVivo 10.FindingsThe nature of technology facilitation in HEIs and influencing factors such as the internet, search engines, mobile apps and software, cost involved, upgraded knowledge, time efficiency and technological devices. Further, the factors contribute to the HEIs and the benefits realized, such as information gathering, time-saving, cost reduction, information sharing, connective communication, easy learning and online services. On the other hand, challenges such as the involved parties’ resistance to technological change, inadequate infrastructure facilities, lack of technical knowledge, negative perceptions and behaviors, technical failures and health issues will also be assessed.Research limitations/implicationsImplications for policy and practice include a thorough understanding of the nature of technology facilitation in an inclusive environment. The researcher has recommended some strategies and mechanisms to the policymakers that will guide them to use technology as a tool to enhance the inclusive learning practices within HEIs.Originality/valueThis paper presents an original review and it contextualizes the technology facilitations in respect of the inclusive learning environment in HEIs.
Electronic Human Resource Management (E-HRM) came into existence as a result of the evolution of new technology and it leads to eliminating the administrative burden on HR professionals. Financial institutions are the heart of the financial stability of the economy. Nowadays most financial institutions are widely adopting E-HRM practices in order to achieve sustainable competitive advantage. However, it has been observed that there is a lack of empirical studies regarding this phenomenon in the Sri Lankan context. The main contribution of this study is to enrich the knowledge and investigate the impact of E-HRM practices on organizational performance under the mediation role of organizational agility. Thus, the study focusses on to examine how E-HRM impacts organizational performance, and to determine the mediating role of organizational agility between E-HRM and OP. Questionnaires were distributed by using a convenience sampling method to collect primary data from 40 financial institutions in Sri Lanka. Data analysis was performed using Pearson correlation analysis, regression analysis, descriptive statistics, Baron and Kenny mediator analysis method, and Sobel test. Results of the analysis indicated that E-HRM practices significantly and positively impact organizational performance while organizational agility mediates the relationship between E-HRM practices and OP. Outcomes of this study provided implications like enhancing available literature, to understand the real impact of E-HRM on organizational performance to HR managers. This study also suggests some further research areas for future research.
The significance of non-mandatory training is presently being acknowledged across the globe and currently its importance has been raised to a level near to that of compulsory training. However, research evidence indicates that if the training is non-mandatory, employees are generally reluctant to participate in training programs. Yet, a study of the current literature suggests there is no appropriate theoretical framework to predict and explain the motivational and inhibitory factors underlying employee participation in non-mandatory training. This paper addresses this lacuna, drawing from the Adult Learning theory, the Expectancy theory and the Perceived Organizational Support (POS) theory; it argues that the perception of a supportive environment in the organization, the fostering of employees' dispositional characteristics, job involvement and career motivation, working together enhance employees' intention to participate in the non-mandatory training programs. Building on this argument further, it is proposed that when the perceived benefit of training is stronger, its effect on employee dispositional characteristics, job involvement and career motivation pertaining to participation in non-mandatory training becomes stronger. Being one of the early attempts at theorizing on employees' intention to participate in non-mandatory training, this paper hopes to provide an appropriate theoretical foundation for the empirical work in this field, while providing an insight for managers involved in non-mandatory training of employees.
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