Research Symposium-2015
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Browsing Research Symposium-2015 by Subject "Apparel Industry"
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Item Push factors effect on voluntary external labor turnover intention in apparel industry Katunayaka Export Processing Zone(Uva Wellassa University of Sri Lanka, 2015) Jayasinghe, W.P.G.R.N.; Siyambalapitiya, J.Employees’ turnover is a much studied phenomenon in human resource management (Khatri et al. 2003) but there is no standard reason why people leave organizations. The term “turnover” is defined by Yasir in (2001) as the ratio of the number of organizational members who have left during the period being considered divided by the average number of people in that organization during the period. Employees’ turnover intention is different from Employees’ turnover. Labour turnover intention is mental decision of an individual toward the decision of continue or leave the job (Meyer et al, 2001). Turnover intentions are the instant connection to turnover behavior (Benedict et al, 2007). As a result of the turnover intention at the end it can be seen labor turnover. Voluntary external labor turnover intention is employee own intention to quit from the job as well as from the organization. But there is no standard reason why people leave organization. Those factors basically can be divided as push factors and full factors (Ali Shah et al., 2010). Push factors are controlled factors because those factors are internal and can be controlled by organizations. According to Vuipoh (2002), firm can control push factors. In addition to that push factors can be defined as aspects that push the employees towards the exit door such as salary, benefits and facilities; size of organization, job satisfaction, job stress, and organizational commitment (Ali Shah et al., 2010). Further it has broadly divided push factors called organizational factors, attitude factors, and organizational commitment. This research conduct to find solutions for following three research questions such as What is the relationship between push factors and voluntary external labor turnover intention?, What is the impact of push factors on voluntary external labor turnover intention?, What are the suggestions provide by employees to maintain voluntary external labor turnover intention? Researcher aim to achieve following research objectives respectively to identify the relationship between push factors and voluntary external labor turnover intention, to identify the impact of push factors on voluntary external labor turnover intention, to identify the suggestions provide by employees to maintain voluntary external labor turnover intention. Methodology The population of this study was operational level employees work in apparel related firms which have registered in Sri Lanka Board of Investment (BOI) within Katunayake Export Processing Zone (KEPZ). The aim was to study best three companies within population. Those best three companies select based on Sri Lanka BOI annual report, 2012. Finally select 30 operational level employees from each company have been selected which accounts for 90 operational level employees. Primary data is collected through self-administered questionnaires. Further Cronbach Alpha reliability test was employed to assess the validity of the questionnaire. Thus, employee turnover intention was measured by using self developed questionnaire based on Ali Shah et al.,(2010) The questionnaire items to measure turnover intention developed by the researcher have shown a reliability level of 0.808 confirming that these levels are exceeding the general acceptable level. Hence, it is suitable for the further processing. In addition, Interview techniques use to gather deeper information of employees relevant to research objectives. Data were analyzed by using descriptive analysis, correlation coefficients analysis, and regression analysis. Results and Discussion The researcher measure relationship between turnover intention and push factors. Push factors categorized basically three parts such as Organization factors (Pay, Benefit, and Organizational justice), Attitude factors (Job satisfaction, and Stress), and Organization commitment (Affective commitment, Continues commitment, and Normative commitment) according to the research findings Correlation between push factors and turnover intention Show as follow.Item Study of HR practices and its’ impact on labor productivity: Katunayake Export Processing Zone apparel industry(Uva Wellassa University of Sri Lanka, 2015) Jayakody, J .A.S. M.; Siyambalapitiya, J.Human Resource has become a valuable and significant asset for business organization due to its specific capability of guiding them towards achieving common goals. Moreover, Human Resources (HR) often account for a large part of an organization’s cost structure. Therefore, organizations should provide considerable attention on their human resources. The success of an organization mainly depends on its labor productivity. It is concerned as a vital part of an organization. The concept of productivity is related to manufacturing and services with reference to tangible and intangible inputs and outputs (Adam & Ebert, 1992). Productivity is referred to as the improvement in the quantity and quality of goods and services and the effectiveness of the system and optimization of the output through increased efficiency or minimizing the use of resources (Duckering, 2001). Human Resource Management (HRM) is known as the central business concern that shapes the behavior, attitudes and performance of the employees, hence, HR practices are important tools for organizational performance. Apparel industry is the highest labor utilization sector in Sri Lanka (Chathurika et al at 2013). Shortage of skilled labor available to the industry is another factor adversely affecting productivity. Consequently, it is more difficult to use the existing labor in the most efficient manner; and as the supply of labor is less than the demand leads to low productivity in results. It is often pointed out that labor productivity in Sri Lanka is low compared with that in other garment-exporting countries (Kelegama & Eparachchi, 2002). It is very much important to match people with the organization and the job to achieve the expected level of productivity. Employers should aware about the dynamic and changing environment of the employees. Managers should highly focus on labors’ productivity, because the success of the organization depends on the hands of the employees. Main objective of the research was to identify the relationship of the HR practices dimension that influence to the labor productivity of Apparel sector in Sri Lanka. Other objectives were to identify the Labor Productivity measurement & dimensions, identify the impact of the HR practices dimensions on Labor Productivity and identify the most and least important HR practices that influence to Labor Productivity in Apparel sector. Independent variable has been used the parameters of Recruitment and selection, Training and development, Performance evaluation, Promotion practice, Compensation & benefits & Grievances handling system and dependent variable has been used the parameters of Motivation level of work force, Awareness of optimal productivity level, Labor turnover and absenteeism, Level of technology, Lead time & Labor relations to measure the labor productivity. Methodology Use stratified sampling technique by using probability proportion to the population. The population was Katunayake Export Processing Zone (KEPZ). The survey was conducted being based on a sample of 150 operational level employees in garment factories in KEPZ. Sample unit was one operational level employee. Further self- administered questionnaire was used to gather information from the sample. Questionnaire was based on five point Likert scale. Both descriptive and inferential techniques were used to analyze data. Descriptive statistic techniques were used to measure and summarize the attributes of the sample. Furthermore, Correlation coefficient analysis was used to measure the degree of linear association between two variables and identify the most and least important HR practices that influence to the labor productivity. Multiple regression analysis was also used to combine contribution of Recruitment and selection, Training and development, Performance Evaluation, Promotion Practice, Compensation & Benefits & Grievances Handling System.