All Stories

  1. Relationships between Leadership Styles and Prosocial Motivation Depend on Cultural Values: A Case Study in Sri Lanka
  2. Hope during the COVID-19 lockdown – the role of organization interventions
  3. Effect of Emotional Intelligence and Strategic Management of Technology on Organizational Performance
  4. Uncovering relationships between Miles and Snow strategic orientations, organisational and individual values, and creative performance
  5. Uncovering relationships between Miles and Snow strategic orientations, organisational and individual values, and creative performance
  6. The relationship between formalization of HRM function and HRM intensity in SMEs: An empirical investigation in Sri Lanka
  7. COVID-19 and Working from Home: Determinants and Consequences of Work-Family and Family-Work Conflicts
  8. TEAM MEMBER VOLUNTARY TURNOVER, INTRODUCTION OF NEW MEMBERS AND PROJECT PERFORMANCE
  9. A Study of Couples' Behaviour during the State Regulated COVID-19 Lockdown in a South Asian Country
  10. Organization support as an antecedent of self-efficacy during the COVID-19 lockdown in Sri Lanka
  11. Understanding pay satisfaction in public sector: evidence from Sri Lanka
  12. STEM vs non-STEM differences in university teaching and research during the COVID-19 pandemic: the case of Sri Lanka
  13. Financial effect on the adjustment of spouses during COVID 19 lockdown
  14. Human resource information systems of medium-sized firms
  15. Mergers and acquisitions and employees' level of anxiety: the role of HRM practices
  16. Workplace learning experienced by employees in information technology-enabled work environments – a developing country experiences
  17. Investigated employees' careers in SMEs (medium-sized enterprises).
  18. employees acceptance of enterprise systems in the public sector
  19. Continuous improvement initiatives influence HRM practices
  20. Practice of Workforce Flexibility-Internal, External, Numerical and Functional Flexibility
  21. Values congruence, organization-based self-esteem, and employee responses: Evidence from Sri Lanka
  22. University–Industry Collaboration in Sri Lanka — A Developing Country Perspective
  23. Higher education in state universities in Sri Lanka
  24. Autonomy support, need fulfilment and job performance in lean implemented textile and apparel firms
  25. HRM practices, lean production and firm performance
  26. Human Resource Management in Bangladesh and Sri Lanka
  27. Use of microcredit for household income and consumption smoothing by low income communities
  28. Implementation of lean production practices and manufacturing performance: the role of lean duration
  29. HRM Practices on Teamwork and Career Growth
  30. Effects of continuous improvement on shop-floor employees’ job performance in Lean production
  31. Performance Management in Medium-Sized Enterprises
  32. HRM practices and post-promotion managerial performance
  33. The mediating effect of job stress in the relationship between work-related dimensions and career commitment
  34. Variable pay and job performance of shop-floor workers in lean production
  35. role of organization structure on team work
  36. Initiating university-industry collaborations in developing countries
  37. HRD and service quality
  38. Provision of after-sales services
  39. Diversity in team composition, relationship conflict and team leader support on globally distributed virtual software development team performance
  40. Impact of knowledge sharing on firm innovativeness
  41. People management in projects
  42. Social networking and job perfromance
  43. Job expectations, experience, and met expectations at work
  44. Innovation through technology transfer
  45. Managing people during recession
  46. Human factors on Quality
  47. ERP and end-users
  48. Total quality management and human resource management
  49. Measuring and reporting human resource information
  50. Impact of ERP systems on employees
  51. Knowledge sharing in project teams
  52. Supervisor support to reduce job stress
  53. Human factors in lean production
  54. Effects of financial incentives on job performance
  55. Effects of shift-work schedules for employees
  56. Benefits of social capital
  57. Career management strategies
  58. HRM in quality context
  59. Comparison of work outcomes of permanat and casual workers
  60. Competencies of managers that enhance organisational capabilities
  61. Effects of organizational factors on lean production
  62. Factors affecting credit card use
  63. human resource aspects in lean production
  64. Work‐related dimensions and job stress: the moderating effect of coping strategies
  65. Impact of time demands of work on job satisfaction and turnover intention
  66. Impact of career plateau and supervisory support on career satisfaction
  67. Effects of human-related factors on ERP success
  68. Employee perceptions towards web-based human resource management systems
  69. Critical elements that discriminate between successful and unsuccessful ERP implementations in Sri Lanka
  70. Influence of human resource aspects on international technology transfers
  71. Graduate employability skills
  72. Employee attitudes towards business process outsourcing work
  73. Competencies for managers
  74. Credit card usage practices
  75. Predictors of job satisfaction
  76. A comparison of competencies required by BPO and KPO
  77. Competency requirements of managers across functional specialization
  78. People management in mergers and acquisitions
  79. Gender, age and marital status as predictors of competencies
  80. A study on flexible work hours
  81. Employee resourcing practices
  82. The role of the human resource function: a comparison of multinationals and local firms
  83. Developing individuals in managerial job positions
  84. Training objectives, transfer, validation and evaluation
  85. Development needs of managers