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  Transformational vs. Transactional leadership – Which is better? Despite leaders being defined by a number of key qualities, almost all these individuals are fundamentally classified as either a transformational, or transactional leader. Although both styles were introduced as mutually exclusive by James MacGregor Burns, today’s contemporary leaders conceive these styles to “exist on a spectrum”. Transactional leaders are defined by their emphasis on chain of command and responsibility within the organization. Such individuals hold designations of authority within the organization and are tasked with managing order and overlooking the performance of subordinates whilst facilitating team performance. These individuals are result oriented, and gauge organizational success based on clearly defined rewards and penalties. Accordingly, performance appraisals are the go-to methods for these individuals when measuring the performance of their employees. Notably, this style of leaders...
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  Importance of skills gap analysis for effective employee and organizational performance Introduction Holzer (1997) describes skills gap analysis as ‘a tool used to assess the actual skills of the employee against the skills required to perform the current job, and effectively achieve the organization’s goals and objects’. Skills gap analysis is important for both the employee and employer. For the employer, skills gap analysis is critical as it facilitates the identification of skill deficiencies which are undermining the performance of employees and the providing of training and development to address these skill deficiencies. This in turn facilitates the achievement of organizational goals and objectives (Antonucci and d’Ovidio, 2012). From an employee perspective, skills gap analysis enables the identification and addressing of skill deficiencies which are undermining performance levels. This in turn improves employee performance levels and leads to greater reward, recogni...
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  Adoption of Kubler-Ross Grief Model to describe employee reaction to the human resource cost reduction strategies adopted by Tangerine Hotels to mitigate the impact of the Covid-19 pandemic Introduction Tangerine Hotels (TH) is one of Sri Lanka’s oldest and best-known hotel operators. TH comprises of five Four Star hotels in Sri Lanka (TH, 2020). Employee cadre of TH is approximate 500 employees. TH offers a full range of facilities to its guests in Sri Lanka. The facilities include meeting and banquet facilities, bar and restaurant facilities, gymnasiums, spas, swimming pools, deluxe and luxury rooms, and hotel suites (TH, 2020). Objective In order to mitigate the massive impact to its financial health due low occupancy and revenue levels caused by the Covid-19 pandemic, TH introduced a recreation organizational change model. While this organizational change model has been successful in easing the financial burden on the company caused by the Covid-19 pandemic, no resear...
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  Human resource management at Tangerine Hotels to mitigate the impact of the Covid-19 pandemic Introduction Tangerine Hotels (TH) is one of Sri Lanka’s oldest and best-known hotel operators. TH comprises of five Four Star hotels in Sri Lanka (TH, 2020). Employee cadre of TH is approximate 500 employees. TH offers a full range of facilities to its guests in Sri Lanka. The facilities include meeting and banquet facilities, bar and restaurant facilities, gymnasiums, spas, swimming pools, deluxe and luxury rooms, and hotel suites (TH, 2020). Objective Like all other companies in the Sri Lankan tourism and hospitality industry, TH has been greatly affected by the Covi-19 pandemic. This has forced it to introduce several cost reduction strategies including strategies focused on reducing employee costs. This report describes the human resource cost reduction strategies adopted by TH. Research Methodology Research methodology in this study was a qualitative research strategy. In...
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  Work-Life Balance at John Keells Hotels PLC Introduction John Keells Hotels PLC (JKH) is one of Sri Lanka’s largest hotel chain operators. JKH currently operates 15 Four and Five Star city and resort hotels in Sri Lanka and the Maldives (Financial Times, 2021). JKH which was incorporated in the year 1979 has an employee cadre of approximately 2,530 employees. This report analyses the impact of work-life balance (WLB) on employee performance at JKH. WLB impact on employee performance at JKH WLB is defined by De Seram and Gnanapala as ‘the ability of an employee to meet both organizational and work commitments’ (2019, p.2). Analysing WLB at JKH is critical given its positive association with employee performance, and the importance of employee performance in ensuring high service quality and customer satisfaction, which are essential factors for success and longevity in the tourism and hospitality industry (Jayawardena et al., 2013). Further, ensuring high WLB quality is impo...
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  Factors causing labour scarcity in the Sri Lankan apparel industry Introduction The Sri Lankan apparel industry is a labour intensive industry. The labour intensive nature of the industry is evidenced by the 600,000 direct and indirect workers in the industry. One of the biggest threats to the long term sustainability of the industry is labour scarcity. Findings from previous empirical studies reveal a sharp decline in workers, particularly new workers joining the industry after 2003 (Kelegama, 2009). The sharp decline in new workers joining the industry has been compounded by high annual turnover in the industry i.e., annual turnover of 55% (Sandeepanie and Ubayachandra, 2015). The low number of new employees joining the industry coupled with high annual attrition rates has resulted in the apparel industry currently experiencing a 40% labour shortage (Central Bank of Sri Lanka, 2017).   Main causes of labour scarcity in the apparel industry The main causes of labour s...
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  Training and development practices impact on productivity of factory floor workers in the Sri Lankan apparel industry Introduction The global apparel industry is a labour intensive industry. Employee productivity in the global apparel industry is of the critical importance due to the intense price based rivalry within the industry and continuous pressure from buyers to improve quality and reduce pricing. High pressure from buyers to reduce cost coupled with intense price based competition in the industry has resulted in significant investment in training and development by apparel manufacturers to reduce costs and wastage and increase productivity levels. This study analyses the impact of training and development on employee productivity in the Sri Lankan apparel industry. Impact of training and development on employee productivity in the Sri Lankan apparel industry Ensuring competitiveness of the Sri Lankan apparel industry is of critical importance due to its significant ...
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