HRM Perspective June 2020

JHRMP | Volume 5 | Issue 1 | June 2020
Journal
of
HRM
Perspectives
Relationship between High Performance Work Practices and Job
Satisfaction: Mediation Effect of Employee Motivation (Evidence
from a Leading Export Apparel Firm in Sri Lanka)
P. D. Karunarathne and Prasadini Gamage
Extrinsic Factors Influencing Job Performance of Engineering Staff

of a Leading Construction Company in Sri Lanka
G. G. T. Y. Gunathilake
Retention of Medical Officers in Preventive Health Sector in Sri

Lanka
S. M. Arnold and I. P. Kaluarachchige
Gamification in Human Resource Management

R. Vivek and Y. Nanthagopan
Impact of Training and Development and Supervisor Support on

Employee Retention in Selected Private Banks in Sri Lanka: The
Moderating Role of the Work Environment
P. S. Madhsuhani
Standing Committee on Applied Research and Knowledge Centre

JOURNAL OF
HUMAN RESOURCE MANAGEMENT
PERSPECTIVES
Insights on Human Resource Management Practices
Chartered Institute of Personnel Management Sri Lanka (Inc.)

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HR HOUSE, No.43, Vijaya Kumaranathunga Mawatha, Narahenpita, Colombo 05.
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Editor-in-Chief:
Prof. Prasadini Gamage, Professor in Human Resource Management, University
of Kelaniya, Sri Lanka
Advisory Board:
Mr. Jayantha Amarasinghe, President, Chartered Institute of Personnel
Management, Sri Lanka
Prof. Ajantha Dharmasiri, Director, Postgraduate Institute of Management,
University of Sri Jayewardenepura, Sri Lanka
Editorial Board:
Prof. V. Sivalogadasan, Dean, Faculty of Management Studies, Open University of
Sri Lanka
Prof. Richard Wickramaratne, Faculty of Management Studies, University of
Peradeniya, Sri Lanka
Prof. Kumudini Dissanayake, Faculty of Management & Finance, University of
Colombo, Sri Lanka
Prof. H. M. A. Herath, Faculty of Business Studies and Finance, Wayamba
University of Sri Lanka
Prof. T. Mangaleswaran, Rector, Vavuniya Campus, University of Jaffna
Dr. B. L. Galhena, Senior Lecturer, Faculty of Management & Finance, University
of Ruhuna, Sri Lanka
Dr. T. Lasanthika Sajeewanie, Senior Lecturer, Faculty of Management Studies
and Commerce, University of Sri Jayewardenepura, Sri Lanka
Dr. Samantha Ratnayake, Senior Lecturer, Postgraduate Institute of Management,
University of Sri Jayewardenepura, Sri Lanka
Mr. Tharindu Weerasinghe, Senior Lecturer, Faculty of Commerce &
Management Studies, University of Kelaniya, Sri Lanka
Layout:
Ms. Sewwandi Kumarapperuma, Executive Graphic Designing, CIPM, Sri Lanka
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JHRM Perspectives is a peer reviewed journal published by Chartered Institute of
Personnel Management of Sri Lanka. It is published bi–annually. The prime aim of
the journal is to promote research in Human Resource Management in Sri Lanka
and South Asian region.
© Chartered Institute of Personnel Management Sri Lanka (Inc.)
ISSN 2513-2733
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The content and the opinions expressed in the papers of this journal are those
of the author(s) and do not express the opinions by the editors or editor-in-
chief and of Chartered Institute of Personnel Management (CIPM) Sri Lanka.
Published in January, 2021

Founded in 1959 - Incorporated by Parliamentary Act No. 24 of 1976, Amended by Act No. 31 of 2018.
HR HOUSE,
No.43, Vijaya Kumaranathunga Mawatha, Narahenpita,
Colombo 05.
v
vi
Contents
Editorial ix
Research Papers
Relationship between High Performance Work Practices and 01

Job Satisfaction: Mediation Effect of Employee Motivation
(Evidence from a Leading Export Apparel Firm in Sri Lanka)
P. D. Karunarathne and Prasadini Gamage
Extrinsic Factors Influencing Job Performance of Engineering 27

Staff of a Leading Construction Company in Sri Lanka
Retention of Medical Officers in Preventive Health Sector in 36

Sri Lanka
S. M. Arnold and I. P. Kaluarachchige
Gamification in Human Resource Management 44

R. Vivek and Y. Nanthagopan
Impact of Training & Development and Supervisor Support 58

on Employee Retention in Selected Private Banks in Sri
Lanka: Moderating Role of Work Environment
P. S. Madhushani
vii
viii
Editorial
You are holding the first issue of 2020 of the Journal of HRM Perspectives
(JHRMP) published by the Standing Committee on Applied Research and
Knowledge Centre of the Chartered Institute of Personnel Management Sri
Lanka, Inc. It gives me immense pleasure in writing this message as the
Editor-in-Chief. Management thoughts are growing exponentially in this
globalized business environment. While appreciating the past success of
‘HRM Perspectives’ we would also recognize that today's accelerating pace
of change is putting pressure on our organizations to be at the forefront of
HR management thinking since every organization runs with people. HRM
Perspectives is a peer-reviewed bi-annual journal that provides a platform to
researchers, academicians, professionals, and students in all areas of Human
Resource Management to share research achievements, their perspectives,
and practical experiences.
This issue of Journal of HRM Perspectives throws light on the various areas
of Human Resource Management and showcases and consists total number
of five papers. Moreover, we have given an opportunity for our own students
and members of the CIPM to use this journal as a platform to publish their
own research findings. We are glad to say both members and the students
made 100% contribution to the journal and the contributors of the journal are
combination of both academics and HR professionals from the industry. The
changes made with regard to the appearance and the contents and
composition of the journal from this year in order to adhere the international
journal standards. Our efforts will continue to explore broader horizons of
knowledge and for that we want the cooperation from all of you by
submitting your scientific papers online. As Editor of “Journal of HRM
Perspectives (JHRMP)” I anticipate that this issue would be of immense
value and will be definitely useful to both HR Professionals and academics
in their practice or thinking process. This collection will also offer a window
for new perspectives and directions in the area of HRM the readers’ mind for
long. To achieve progress and to meet objectives we have to cross numerous
milestones.
ix
We look forward to develop JHRMP into its fullest potential and request
researchers who are associated with research on Human Resource
Management to contribute research articles in the form of original research,
case reports, and reviews for consideration of publication in the future
volumes of the Journal of HRM Perspectives. It is planned to submit the new
journal to National Science Foundation, Sri Lanka to obtain Sri Lanka
Journal online indexing service.
We welcome any suggestions for improvement in the Journal.
Wish you happy reading!
Prof. Prasadini Gamage

Editor-in-Chief
Professor in Human Resource Management
prasadini@kln.ac.lk
x
Karunarathne & Gamage, JHRMP 2020, 5(1)
Relationship between High Performance Work Practices and Job

Satisfaction: Mediation Effect of Employee Motivation
(Evidence from a Leading Export Apparel Firm in Sri Lanka)
P. D. Karunarathne1 and Prasadini Gamage2

1
Visiting Lecturer, CIPM Galle Regional Centre
2
Professor in HRM, University of Kelaniya, Sri Lanka
1
dumindashc@gmail.com, 2prasadini@kln.ac.lk
Abstract: The extent literature on high performance work practices in human resource
management have mainly focused on the strategic level, with little research exploring
employee experienced HPWPs and their relationship with job satisfaction. High performance
work practices considered to result in higher levels of employee motivation leading to
increased job satisfaction and retention. In consistent with this stream of research, this study
aims to find the relationship between high performance work practices and job satisfaction via
mediation of employee motivation. For this purpose, data was collected through a five-point
Likert scale measurement survey questionnaire from a sample of 108 employees of ABC
company, a leading organization in the export apparel industry in Sri Lanka. Correlation
coefficient and Sobel test were applied to identify the relationships and mediating effect
between variables. The findings reveal a positive relationship between high performance work
practices and job satisfaction and moreover that positive relationship is partially mediated by
employee motivation. The research contributes to the literature by providing a differentiated
insight into the relationship between HPWPs and job satisfaction. Theoretical & managerial
implications along with limitations and recommendations for future research have also been
discussed in this paper.
Keywords: High Performance Work Practices, Job Satisfaction, Employee Motivation
Introduction To cope up with this rapid growth and

competition, it is important that
Today, the environment that we live is organizations retain the talents within the
rapidly changing, especially for organizations. Retaining a large number of
businesses. Due to the uncertainty of the talented employees within an organization
economic environment, organizations are will provide an important source of
experiencing massive changes in the competitive edge for an organization
demand for the products and services they (Mahmood & Zafar, 2016). Given that,
provide and are under pressure to improve employee retention is one of the much-
performance in order to achieve debated topics and identifying the reasons
organizational goals and objectives. This for employee turnover and implementing
has increased the need for organizations to the necessary policies to retain employees
not only improve the way they deliver have become crucial. Researchers have
services, but also to examine their found that employees leave their jobs
practices, organizational mission and mainly because they are not happy with
goals, performance objectives, and the job content and conditions at their
performance measures (Begum & work places.
Mohamed, 2016).
Journal of Human Resource Management Perspectives 2020 | Volume 5 | Issue 1 | Page 1

Main factors categorized in job content are satisfaction. Job satisfaction is the mental
job autonomy, responsibility, recognition feeling of favorableness which an
and lack of task routinize which are lead individual has about his job. It is often said
to employee motivation (Jegede & Ola- that "happy employee is a productive
Olorun, 2017). Motivation is an important employee." Job satisfaction is very
factor for labor turnover. Kweller (1998); important because most of the people
Stum (1998) and Cheng & Brown (1998) spend a major portion of their life at their
explain that motivated employees’ working place.
employee turnover is less than
demotivated employees’. Employee Motivation
This will lead to the assumption that Motivation is the inner state that energizes
employees would stay in their jobs if they channels and sustains human behavior. An
are satisfied with the contents and the employee contributes to achieving
conditions of their jobs. To be satisfied organizational goals only if he/she is
with ones’ job at the end of the day, that motivated. The word motivation is derived
person should be motivated to perform on from the word motive. A motive can be
the job. The organizations need to identify identified by studying employee
the factors & practices that will make expectation and needs. Most of the time
employees motivated at work place which there is a stimulus behind the word
will eventually result in job satisfaction. motivation. According to Michel J. Jucius
(2010), motivation is the act of stimulating
Job Satisfaction someone or oneself to get a desired action,
to push the right button to get a desired
Job satisfaction refers to a person’s feeling course of action. This definition simply
of satisfaction on the job. Satisfaction elaborates persuading someone to achieve
does mean the simple feeling state a goal.
accompanying the attainment by an
impulse of its objective. Researchers The goal achievement and survival of the
differently described the factors organization heavily depends on the
contributing the job satisfaction and the motivation level of the employees.
job dissatisfaction. Job satisfaction is a Therefore, the management of the
pleasurable or positive emotional state organization needs to correctly identify as
resulting from the appraisal or one’s job or to what should be provided the employees
job experience (Locke,1976) Job to increase their current working level.
satisfaction is the amount of pleasure or The management of the organization
contentment associated with a job. If you needs to provide the right motivational
like job intensely, you will experience factor to the employees, in order to
high job satisfaction. If you dislike your achieve organizational goals within a
job intensely, you will experience job- timeframe. Considering the significance
dissatisfaction (Andrew J. DuBrins,1991). of the motivation, it ensures better
Job satisfaction will be defined as the utilization of resources, reduces wastage,
amount of overall positive effect or minimizes problems like labor turnover,
feelings that individuals have towards absenteeism and grievances, improves
their jobs( Fieldman & Arnold, 1983). cooperation and team spirit, and lessens
conflicts and misunderstandings between
Various studies have been conducted to employer and employee whilst increasing
find out the factors which determine job skills among employees.

High Performance Work Practices understood. According to Schlesinger and

Heskett (1991) as cited in Amarathunge
Although there is no single definition of (2016), the cost of employee turnover to
HPWPs, there seems to be agreement for-profit organizations‟ has been
among several scholars that HPWPs estimated to be up to 150 per cent of the
require the involvement of employees, employees‟ remuneration package.
managers and employers to encourage Dheerasinghe (2009) as cited in Liyanage
communication and trust between them and Galhena (2014), pointed out the major
(Kirkman et al., 1999 as cited in problem the garment industry is facing is
Refalo,1999). the problems in developing and
Human resource practices that SHRM maintaining the required manpower.
theorists consider performance enhancing The targeted medium scale organization in
are known as high-performance work the export apparel sector located at the
practices (Huselid, 1995). HPWPs export processing zone in Biyagama Sri
include, for example, incentive Lanka, is experiencing diminished job
compensation, training, employee satisfaction of its employees and as a
participation, selectivity, and flexible symptom facing high labor turnover. The
work arrangements (Huselid, 1995; company statistics as below urges the
Pfeffer, 1998). SHRM theory asserts that importance of increasing the job
these practices increase employees’ satisfaction of employees and through that
knowledge, skills, and abilities (KSAs), reducing the labor turnover.
empower employees to leverage their
KSAs for organizational benefit, and This research attempts to identify the
increase their motivation to do so (Becker relationship between HPWPs and job
& Huselid, 1998; Delery & Shaw, 2001). satisfaction with the mediating effect of
The result is greater job satisfaction, lower motivation between those two variables
employee turnover, higher productivity, and through the outcome of the research to
and better decision making, all of which support the organization to strengthen the
help improve organizational performance HPWPs and reduce labor turnover. With
(Becker, Huselid, Pickus, & Spratt, 1997). that being the aim, following secondary
HPWPs also operate through objectives were established.
organizations’ internal social structures to
increase flexibility and efficiency (Evans Objectives of the Study
& Davis, 2005).  To identify the relationship between
high performance work practices
Problem of the Study
and job satisfaction in ABC
In the current competitive business world, Company.
employee turnover has been a major  To identify relationship between
problem for many organizations as it has HPWPs and employee motivation
in ABC Company.
directly influenced on the smooth flow of
 To identify relationship between
organizational day-today operations.
employee motivation and job
Turnover remains one of the most
satisfaction in ABC Company.
troubling issues for apparel sector  To identify the mediating effect of
(Weerawansa et al. 2012 as cited in employee motivation between
Amarathunge 2016). The costs of labor HPWPs and Job Satisfaction in
turnover are quite significant and ABC Company.

Table 1: Labor Turnover Summary of Past Three Years

Employees Left Average Number of
Year Turnover Rate
during the Year Employees
2016 12 102 11.21%
2017 10 108 9.26%
2018 13 113 11.50%
Source: Company Reports, 2018
Literature Review When considering models pertaining to

job satisfaction, few popular theories are
Job Satisfaction found. Affect theory is among the most
Job satisfaction has remained a popular in this context. Locke (1976) has
remarkable area of discussion in the field also provided some views related to this
of management, psychology and concept. According to this theory,
especially in organizational behavior and satisfaction may be determined as an
human resource management, for a long inconsistency between the expectation an
period. Many economists have paid employee has in in a job vs what he / she
attention and inclination towards this receives from the job. This theory also
subject in recent years (Kosteas, 2009). emphasizes on the significance of
According to Ramayah, Jantan, and autonomy in making an employee
Tadisina (2001), Job satisfaction explains satisfied in his/ her job. More the
how employees are motivated to come to
employee values autonomy, more he/she
work and how they get enforced to
will be satisfied with greater autonomy
perform their jobs.
he/she is provided with.
Other researchers narrate job satisfaction
as being the outcome of the worker’s Another theory that related to job
appraisal of extent to which the work satisfaction is equity theory. It proposed
environment fulfillment the individual’s how an individual perceives fairness in
needs (Dawis & Lofquist, 1984). regard to work relationships. The fairness
According to Locke (1969), job is perceived based on the ration between
satisfaction is a state of emotional the amount of input (things gained) from a
gladness, results from the achievement of relationship compared to the output
the goals that one gets through performing (things given). Then this ratio is compared
his part of contribution for his job inside to the ratio of other individuals (within and
an organization. outside the organizations). This, in turn,
Rao (2005) in his study discussed that results into the same individuals’
satisfaction at the job for an employee acts perception as to whether or not he / she has
as a motivation to work. Also according to an equitable relationship. According to
Rao (2005) motivation leads people to this theory, an individual employee will be
their job satisfaction. It is not only self- distressed and dissatisfied, if his/her ration
satisfaction and identity pleasure, but also and the same of others are not equitable
a blend of psychological and (Adams, 1965).
environmental effect of the people for
their happiness with their work (Khan,
2006).

Employee Motivation theory. For this current research, content

theory category is considered as relevant
The term ‘motivation’ is derived from the as it attempts to identify the HPWPs that
Latin term movere, which means “to motivate employees which will lead to
move” (Baron, Henley, McGibbon & satisfaction.
McCarthy, 2002). Schultz and Schultz
(1998) regard motivation as simply the High Performance Work Practices
personal and workplace characteristics
that explain why people behave the way A growing area in management systems
that they do on the job. Work and HR practices focus specifically on
characteristics in this regard refer to enhancing work performance - 'high
specific characteristics of a person’s job, performance work practices' (HPWPs). As
such as its task variety, whereas personal per OECD, organizations that adopt and
characteristics include those determined implement such practices are considered
by a person’s personality, such as an as high-performance work organizations
intrinsic need for achievement. Emphasis (HPWOs).
on either intrinsic motivation (by, for These practices are introduced in line with
example, Gouws, 1995) or goal or reward- an organization’s strategic objectives to
driven behaviour (by, for example, Beach, align the output of the workforce with the
1980) has also been noted. objectives of the organization.
There are no shortages of motivation/ job HPWPs operate by (a) increasing
satisfaction theories that managers can use employees’ knowledge, skills, and
to motivate and retain their employees and abilities (KSAs), (b) empowering
these theories are really useful to apply to employees to act and (c)motivating them
monitoring the motivation level of to do so (Becker & Huselid,1998;
employees in the organization. Beckeretal.,1997; Delery & Shaw,2001;
Motivational theories can be divided into Huselid,1995).
two categories namely Content theories
and Process theories. Content theory Gamage (2014) examined the influence of
enables to identify specific factors that human resource management practices on
encourage and motivate people. There are organizational commitment of star class
four theories included in the content part hotels of Sri Lanka. The results have
they are being Maslow’s hierarchy of revealed that the HR practices have an
needs, Herzberg’s two factor theory, influence on employees’ motivation and
McClelland’s PAA needs and Alderfer’s commitment.
ERG (existence, relatedness, growth)
Gamage (2013) has proved that high
theory.
performance work practices improve the
The other category of motivation is the employees’ organizational citizenship
Process theory. This enables to identify behavior via organizational justice and
the aspect of motivation. These theories commitment.
address the whole process and answer how
Kruse (1993) examined the impact of the
a person gets motivated rather than
practice ‘profit sharing’ and found that it
explaining what factors really motivate a
resulted in 3-5% increase in productivity.
person. There are some theories under the
Kaufman (1992) studied the impact of
process theory namely Vroom’s
gain sharing on productivity and the
expectancy theory and Adam’s equity

results indicated a 15% increase in considered. They are profit sharing,

productivity over three years. flexible work options, empowerment,
recognition and team work. Few of many
For this current research, widely studied empirical studies that have examined
five dimensions of HPWPs have these dimensions are shown below.
Table 2: Summary of empirical studies which examined the five dimensions of HPWPs
HPWP Author/s
Profit Sharing Kruse (1993), Kaufman (1992), Cooke (1994)
Flexible work options Mungania et al. (2016), Ahmad et al. (2013), Mulay (2017)
Ferreira et al., (2012), Lepak et al. (2006), Wickramasinghe
Recognition
and Gamage (2011)
Gamage (2013), Guest et al. (2004),Hartog and Verburg
(2004), Huselid (1995), Huselid and Becker (1997), Kling
Empowerment
(1995), Lee and Bang (2012), Lepak et al. (2006), Shih et al.
(2006), Wickramasinghe and Gamage (2011)
Batt (2002), Ferreira et al. (2012), Guest et al. (2004),Hartog

and Verburg (2004), Huselid (1995), Lee and Bang (2012),
Team work
Leggat et al. (2011), Lepak et al. (2006), Mihail et al. (2013),
Wickramasinghe and Gamage (2011)
Source: Authors, 2018
Table 3: Summary of Literature for the Relationship between Motivation & Job
Satisfaction
Factors/
Findings/
Study Author/s Dimensions/Practices
Conclusion
Tested
Job Satisfaction and Velnampy (2009) financial remuneration, There is a positive
Employee fringe benefits, relationship
Motivation: An appreciation, between Job
Empirical Study of promotion, Satisfaction and
Sri Lankan participation in motivation
Organizations decision making,
responsibility,
challenging job &
supervision
The contribution of Georgios et al., Salary, promotions, There is a positive
motivation to job (2018) rewards, working impact of
satisfaction: A conditions, supervision, motivation on the
survey of nature of work & job satisfaction
technological communication
educational Institute
employees of
western Greece

Table 4: Summary of Literature for the Relationship between HPWPs & Job
Satisfaction
Findings/
Study Author/s Practices tested
Conclusion
High-Performance Brinck et al., Compensation, job There is a positive
Work Practices and 2010 security, employee relationship between
Job Satisfaction: involvement, HPWPs and job
Gender’s Moderating promotion & career satisfaction and
Role development, job gender partially acts
content, autonomy as a moderator in the
and work teams relationships
between HPWPs and
job satisfaction
Impact of High Hassan et al., Training, All the three

Performance Work (2013) empowerment and independent
Practices on Employee rewards variables (Training ,
Loyalty and Financial empowerment and
Performance through rewards) are
Mediation of positively related to
Employee employee
Satisfaction: An satisfaction.
Empirical Evidence
from the Financial
Sector of Pakistan
Table 5: Summary of Literature for the Relationship between HPWPs & Motivation
Variables/ Dimensions Conclusions/

Study Author/s
Tested Findings
Impact of high Naqvi & Employment Security, These practices
performance work Nadeem Selectivity in recruiting, turned out to be
practices system on (2011) high wages, incentive positively and
motivation pay based on significantly related
performance appraisal, with employees’
employee ownership, motivation.
information sharing,
participation,
empowerment, self –
managed teams, training
& skill development,
reduced status
distinctions & barriers,
job design and
measurement

Variables/ Dimensions Conclusions/

Study Author/s
Tested Findings
High performance Gamage HPWPs, There is a
work practices and (2013) relationship between
organizational Organizational HPWPs and
citizenship behavior: performance organizational
The mediating role performance
of organizational
justice and
organizational
commitment
Table 6: Summary of literature for the relationship between HPWPs & JS via
motivation
Variables/ Conclusions/
Study Author/s
Dimensions Tested Findings
High-performance Karatepe (2015) Training, HPWPs effects job

work practices and empowerment and performance and
hotel employee rewards work engagement
performance: The act as a mediator
mediation of work
engagement
Employee Longzeng et al., HPWPs positively

Experienced (2011) influence individual
HPWPs and Job job performance.
Performance: Roles This relationship
of Person-Job Fit was found to be
and Intrinsic fully mediated by
Motivation’ person-job fit and
intrinsic motivation.
Conceptual Framework namely profit sharing, flexible work

options, recognition, empowerment &
The independent variable of the study is team work. The dependent variable of the
High performance work practices. This study is job satisfaction. Also, there is
has been measured using five dimensions another variable which acts as a mediator
which are identified as widely measured in and that is employee motivation.
past researches. The five dimensions are

Figure 01: Conceptual Framework

Development of Hypotheses H3: There is a positive relationship

between Employee motivation and job
The hypotheses are derived through the Satisfaction.
conceptual framework, the hypotheses are
designed in a way that would answer the H4: The positive relationship of HPWPs
research questions and meet the objectives with job Satisfaction is mediated by
of the research. Through the hypotheses, employee motivation.
the researcher attempted to find whether
there is a positive relationship between the Research Design
variables with the justification that if The study used descriptive survey design
hypotheses are accepted then the in order to describe the situation as it was
relationships are positive and otherwise if in the natural setting yielding maximum
rejected. Five sub hypotheses each are information with minimal expenditure of
developed under H1 and H2 to get a more effort, time and money (Kothari,1995 as
comprehensive testing of five dimensions cited in Waithaka, 2013) The method was
of the high-performance work practices. chosen since it was more precise and
H1: High Performance work practices accurate since it involved` description of
have a positive relationship with job events in a carefully planned way
satisfaction. (Kothari,1995) This research design also
portrayed the characteristics of a
H2: There is a positive relationship population fully and attempted to describe
between high performance work practices such things as possible behavior, attitudes
and employee motivation. and characteristics. The unit of analysis of

this research is identified as individuals. Data Analysis

This research is conducted during a
specific time frame so the cross-sectional Questionnaire utilized as a part of this
time horizon is used. research is accounted as the research
instrument. The expected sample
Population and Sample population was 108 respondents of which
60 successfully completed and returned
For this study, finance, HR, Design and for analysis. This was a representation of
Engineering people employed at the target 56% of the total respondents which was
organization which is located in Biyagama fairly good for the study analysis as it
EPZ Sri Lanka were identified as the represents more than 50%. The data
target population. A total of 150 people collected was analyzed using descriptive
was considered as target population with and inferential statistical methods using
the described selection. Based on (Krejcie SPSS 25 for each variable and the results
and Morgan, 1970) table for determining were presented in tables & graphs and
sample size, for a given population of 150, discussed accordingly. Baron & Kenny’s
a sample size of 108 respondents was method and Sobel test were used to
appropriate to adequately represent a examine the mediation effect.
cross-section of the population at 95%
confidence level. Simple random Association between HPWPs and
sampling was then used to select the Job Satisfaction
samples in order to ensure that the sample
selected was a representative of the A scatter plot is drawn to see the
population and thus the findings could be association between the independent
generalized. variable and dependent variable.
Figure 2: Association between HPWPs & Job Satisfaction

Source: Analyzed data, 2018

When the level of fondness for HPWPs variation can be explained by the fitted
increases satisfaction level of the job regression model.
increases. Therefore, it gave an intuition
that there is a positive association between To verify the positive association between
the two variables – HPWPs and job the above two variables, the non-
satisfaction parametric test – Spearman’s rho was
conducted.
R square (linear) of 83% implies that
approximately 83% of the observed
Table 7: Correlation between HPWPs & Job Satisfaction
According to table 7, Spearman’s rho test The resulting of large positive association
results in a 0.826 of correlation between the overall HPWPs and overall
coefficient, p<0.01, depicts that there is a Job Satisfaction, we can conclude that
large positive association between the two there is a positive relationship between
variables HPWPs and job satisfaction. Hence H1 is
accepted.

Association between HPWPs and Employee Motivation

A scatter plot is drawn to see the association between the HPWPS and employee motivation
Figure 3: Association between HPWPs & Employee motivation
When the level of fondness for HPWPs To verify the positive association between
increases motivation of the employees the above two variables, the non-
increases. Therefore, it gave an intuition parametric test – Spearman’s rho was
that there is a positive association between conducted.
the two variables – HPWPs and employee
motivation
Table 8: Correlation between HPWPs & Motivation

According to table 8, Spearman’s rho test The resulted strong positive association
results in a 0.810 of correlation supports the assumption that there is a
coefficient, p<0.01, depicts that there is a positive relationship between overall
strong significant positive association HPWPs and overall motivation. Hence H2
between the two variables is accepted.
Association between employee motivation and job satisfaction

A scatter plot is drawn to see the association between the employee motivation and job
satisfaction.
Figure 4: Association between Employee Motivation & Job Satisfaction
When the level of motivation increases the To verify the positive association between
job satisfaction increases. Therefore, it the above two variables, the non-
gave an intuition that there is a positive parametric test – Spearman’s rho was
association between the two variables – conducted.
employee motivation and job satisfaction

Table 9: Correlation between Motivation & Job Satisfaction
According to table 9, Spearman’s rho test Y= β30 + β31X + β32 Me + ε3

results in a 0.808 of correlation
coefficient, p<0.01, depicts that there is a β32 is significant
strong significant positive association β31 should be smaller in absolute value
between the two variables than the original mediation effect (β11
The resulted strong positive association above)
supports the assumption that there is a In this theory, a comparison of beta
positive relationship between overall coefficient has taken place.
motivation and overall job satisfaction.
Hence H3 is accepted. Simple linear regression was used to test
the linearity between the variables and
Mediating effect of Employee histogram and p-p plot have been drawn to
Motivation on the Relationship clarify that the residuals follow a normal
between HPWPs & Job Satisfaction distribution. Based on the analysis results
the best fitted model was as below;
According to the theory of Baron and
Kenny, the following conditions should be Job Satisfaction = -0.791 + 1.151
satisfied. (HPWPs)
Independent variable predicting the Motivation = -0.034 + 1.206 (HPWPs)

dependent variable
Job Satisfaction = -0.290 +
Y= β10 + β11X + ε1 0.484(Motivation) + 0.567 (HPWPs)
β11 is significant β11 = 1.151, β21= 1.206, β32= 0.484,

β31= 0.567
Independent variable predicting the
mediator From the results depicted, it is concluded
that all beta coefficients are significant.
Me = β20 + β21 X + ε2 And the β31 =0.567 is smaller than the
β21 is significant original mediation effect β11= 1.151.
Hence, it’s identified that the mediating
Independent variable and mediator effect of the motivation is stronger and
predicting the dependent variable conclude that employee motivation has a

mediating effect on the positive Regression analysis with the independent

relationship between HPWPs and job variable – HPWPs and mediating variable
satisfaction. – employee motivation resulted in an
unstandardized coefficient beta of 1.206
To support this result further, the Sobel and a standard error of 0.093 at 95%
(1982) test is conducted on the confidence level as per table 10 below.
independent, dependent and mediating
variables.
Table 10: Correlation of HPWPs & Motivation
Regression analysis with the independent of 0.484 for the association between the
variable – HPWPs and mediating variable employee motivation and job satisfaction
– employee motivation predicting the and a standard error of 0.073 at 95%
dependent variable – job satisfaction confidence level as per the table 11 below.
resulted in an unstandardized coefficient
Table 11: Correlation of HPWPs, motivation & job satisfaction
These results were applied to an online Sobel test calculator and derived the below output.

Figure 5: Sobel Test Calculator
From the above calculation, it is found that (2016) which addresses a wide area of
the p – value is zero and p<0.05. Hence the concerns on profit sharing. Though the
Sobel test supported the results derived hypothesis is accepted, the resulted
from Baron & Kenny’s method that medium correlation and the fairly low R
employee motivation significantly squared value insisted the researcher to
mediates the positive relationship between have informal casual interviews with few
HPWPs and job satisfaction. Hence, H4 is of the current and ex – employees of the
accepted. particular organization regarding the
practice of profit sharing. Through those
Findings, Recommendations and interviews it was revealed that in reality
Conclusion many employees are not much happy with
the currently existing profit sharing
Key Findings scheme. The ex- employees expressed that
they left the organization because the
As mentioned in the conceptual
organization didn’t reward them fairly for
framework, the independent variable –
their outstanding performances. Further it
high performance work practices were
was revealed that whenever the employees
overall measured through its five widely
raise the suggestion for performance
used dimensions namely profit sharing,
based pay, the organizations’’
flexible work options, recognition,
management tend to highlight the profit
empowerment and team work. Hence the
sharing over the performance bonus and
findings were evolved around their
the good performers were not rewarded
association with dependent variable.
fairly. Further, employees argue that
The results from this research revealed earnings through profit sharing practice is
that there is a positive relationship not consistent over a period of time as the
between profit sharing and job company profits may fluctuate due to
satisfaction. This supports the finding of several reasons. The company profits can
the previous research of Bryson & increase through higher efficiency, higher
Freeman (2016) which found that profit market demands etc. at the same time
sharing boosts employee productivity and profits can go downwards due to out of
job satisfaction. This research findings control reasons such as economic crisis,
further open doors to the findings of Fang natural disasters, political instability etc.

Given that, by relying on profit sharing the interviews with few of the current and ex
employees are exposed to compensation – employees of the particular organization
risk making employee earnings variable regarding the practice of flexible work
time to time. Also, another argument of options. It is found that under the flexible
the employees is that part of the work options practice only the flexibility
employees are gaining from the efforts of in work hours is prevailing at the moment.
others with no greater effort on their jobs. Employees of course are motivated and
Fang (2016) mentioned this as the ‘free satisfied with the flexible work hours but
rider problem’. In this case, the employees what revealed from the informal
who perform exceptionally well, feel discussions is that employees expect more
unfair about the return they earn for their than that with regard to work flexibility.
efforts. Also, employees expressed the Few ex- employees who were married
view that they cannot see strong link females expressed the idea that they would
between their efforts and organizational have stayed in their jobs if the
profits. Hence it’s difficult for the organization offered them more flexible
employees to come a measuring options like work from home, job rotation,
conclusion whether their performance day offs etc. Both current and ex-
increase or efficiency increase is being employees shared their idea that they
recognized to base the financial rewards in prefer options like work from home in
return. In that case, even though the H2a situations like when their kids fall sick or
is accepted and evidenced that profit when employees find unable to travel to
sharing has a positive relationship with office under conditions like adverse
employee motivation, the low R squared weather as the Biyagama EPZ location is
medium correlation reveals that exposed to floods during rainy seasons.
employees are not clear about the extent to Another informal comment came out of
which profit sharing offers fair returns to the employees is that the work flexibility
the increased performance hence less is not provided to all employees in a
motivated to put their efforts to increase uniform manner that sometimes they have
the performance levels. witnessed the management being biased
and favoring only certain employees.
The research outcomes prove that there is
a positive relationship between Flexible As per the findings, there is a positive
work options and job satisfaction also a relationship between recognition and job
positive relationship between flexible satisfaction also a positive relationship
work options and employee motivation. between recognition and employee
This supports the finding of the previous motivation. This supports the finding of
researches Ahmad & Idris (2013), Raziq the previous researches Sengupta et al.,
& Maulabakhsh (2015), (2017), Nanjundeswaraswamy (2019) and
Nanjundeswaraswamy (2019) and Lopez Samira (2012). Given the resulted strong
& Legaz (2016). Though both the H1b and positive correlations between the
H2b hypotheses are accepted, the resulted respective variables and the higher R
moderate correlation and the fairly low R squared on the linear model drawn
squared value for the relationships between the two variables depict that
between flexible work options – job employees are happy and satisfied about
satisfaction and flexible work options – the way the organization recognizes its
employee motivation, insisted the employees. Through the informal
researcher to have informal casual discussions had with the management of

the target organization, the researcher was Nanjundeswaraswamy, (2019) and Naqvi
able to find out the methods such as & Nadeem (2011).
presenting a token for the each completed
year, selecting the employee of the month Given the resulted large positive
are currently available. associations between teamwork & job
satisfaction and teamwork & motivation
According to the research outcomes, there along with higher R squared values in both
is a positive relationship between linear models, it can be said that teamwork
empowerment and job satisfaction also a and team culture has resulted in high
positive relationship between motivation and job satisfaction of
empowerment and employee motivation. employees. The extent to which the
This supports the finding of the previous employees are encouraged for teamwork
researches Gurbuz (2009), Piyasena and seems to be satisfactory.
Kottawatta (2015), Hassan et al., (2013),
Sengupta et al., (2017), Given the resulted large positive
Nanjundeswaraswamy, (2019), Samira association between overall HPWPs &
(2012), Delaney and Huselid (1996), Syed overall job satisfaction along with higher
and Yah(2012), Khan et al. (2012), Ray R squared value of 83% in the linear
and Ray (2011) and Naqvi & Nadeem model depicts that, the dimensions tested
(2014) which proved that there is a under HPWPs are positively related with
positive relationship between job satisfaction and the more the company
empowerment and job satisfaction. adopts HPWPs the job satisfaction of the
However, the findings from this research employees will increase. Hence H1 is
contradicts with Mumtaz et al., (2011) and accepted
Kottawatta (2015) which stated that This result supports the previous
empowerment is not associated with job researches Rajapakshe (2018),
satisfaction. Given the resulted large Ogbonnaya & Valizade (2016), Ting
positive associations between (1997), Steijn (2004), Edgar and Geare
empowerment & job satisfaction and (2005), Petrescu and Simmons (2008),
empowerment & motivation along with Khan et al. (2012), Wright et al. (2003),
higher R squared values in both linear Spector (1997), Huselid (1995) , Petrescu
models, it can be said that empowerment & Simmons (2008) and Yanadori &
has resulted in high motivation and job Jaarsveld (2014).
satisfaction of employees. The extent to
which employees are empowered seems to Given the resulted large positive
be satisfactory. association between overall HPWPs &
overall employee motivation along with
The results from this research revealed higher R squared value of 74.2% in the
that there is a positive relationship linear model depicts that, the more the
between teamwork and job satisfaction company adopts HPWPs the job
hence H1e is accepted and also a positive satisfaction of the employees will
relationship between teamwork and increase. Hence H2 is accepted.This result
employee motivation hence H2e is supports the previous researches Samira
accepted. This supports the finding of the (2012), Naqvi & Nadeem (2011), Gamage
previous researches Brinck et al., (2010), (2013) and Gamage & Patrick (2016).
Gurbuz (2009), Sofijanova & Chatleska
(2010), Piyasena & Kottawatta, (2015),

Given the resulted large positive fairness and stability of the current profit
association between overall employee sharing model and to improve or design it
motivation & overall job satisfaction in the future in a way that it minimizes the
along with higher R squared value of compensation risk of employees. Also
85.2% in the linear model depicts that, the through the findings from the
more the employees are happy and questionnaire responds of the sample
motivated the job satisfaction of the population and informal interviews of ex
employees will increase. Hence H3 is – employees, the importance of
accepted.This result supports the previous performance based pay scheme came in to
researches Velnampy (2009), Georgios et light. Hence, it’s recommended to not rely
al., (2018), Wanda Roos (2008), Saleem et totally on profit sharing as the bonus
al., (2010) and Ghanbahadur (2014). scheme and to initiate a reward scheme
which provides a clear picture on the
Given the result of significant beta relationship between the performance and
coefficients and the comparison of beta reward to the employees. This will be
coefficients and satisfied conditions of important to the organization in the future
Baron & Kenny method with the results more than present as in few years’ time
supported by Sobel test for mediation, the generation Z will be entering the work
H4 is accepted. We can conclude that force where it is identified that generation
employee motivation act as a mediator on Z is financially focused than prior
the positive relationship between HPWPs generations so it will be more challenging
and job satisfaction. This supports the than ever to retain the future employees if
findings of previous researches Longzeng the organization doesn’t revise the
et al., (2011) and Sithiphand (1983). compensation policy.
Recommendations From the demographic analysis of the
sample population, it is identified that
Considering the demographic factors of
57% of it belong to the age range of 20-29
the sample population, 40% are diploma
years which falls into the generation Y.
holders, 37% are bachelor’s degree
When considering the characteristics of
holders which implicit the idea that the
generation Y, they seek for flexibility than
majority of employees would expect a fair
any of the prior generations (Mansor,
financial reward to justify their
2013) given than generation Y people are
professional qualifications as it’s not only
flexible and able to adapt to any changes
their physical skills but their intellectual
that the organization creates related to
knowledge is being utilized in their jobs.
work, in return they prefer the
Through this research, it’s revealed that
organization to be flexible too with their
one reason for the significant labor
requirements. Predicting the nature of the
turnover experienced by the target
work force of the organization for the next
organization is that the shortcomings of
decade, it can be said that generation Y
financial rewards scheme. Fang (2016)
employees will be the majority for the
expressed the view that, profit sharing
coming years too. So, it’s recommended to
which is a formal bonus program based on
the management of the target organization
company’s profitability can provide
to implement policies and strategies that
strong employee motivation only if its
would enhance work flexibility. This
properly designed. Hence, it’s
recommendation is supported by some
recommended to the target organizations’
informal comments received from the ex-
management to review and revise the

employees which revealed that one reason employees to present innovative ideas,
to quit was the company didn’t allow the ideas about methods to reduce the lead
flexibility at times which it was most time, ideas about simpler ways that a job
needed to maintain their work – life can be done etc. and provide recognition
balance. to the best suitable/practical ideas. This
would result in motivating the winners
It is suggested to the management of the which would lead to their job satisfaction
organization to design and implement while by seeing the recognition other
more options other than flexible work employees will be encouraged to come up
hours. With the present changing work with new ideas next time. Also,
environment, it is important that considering the demographic factors,
organizations adopt flexible work almost 95% of the target population hold
methods that allow the employees to have qualifications at different levels, if the
a better work – life balance. Methods like organization can adopt a strategy that
the option to adjust the work schedules to recognizes the qualifications along with
fit the employees life (so that employees support to pursue higher education, the
who are still studying can adjust the work employees would be happier.
schedule which will not clash with the
university lectures, employees who are It is suggested to the management of the
having kids can adjust schedule allowing target organization to provide the
them to pick the kids from school and drop necessary information, resources and
at home etc) , more vacation time, ability adequate authority to employees in a
to work from home or outside office, paid timely manner so that employees will be
time off, allow to work remotely for one motivated to take the accountability for
day each week, let the employees choose the actions.
the time they come to work and the time
they leave the office provided they work Considering the demographic factors,
for the requisite number of hours in 48% of the target population is having the
between, encourage employees to take tenure of 1-5 years in the organization.
regular breaks from work, provide them Hence its suggested to identify the
with a breakout / rest area would be strong outstanding employees based on their
enough to reduce the absenteeism as well performance, skills and attitudes towards
as the labor turnover. However, it is work and empower them appropriately.
important that whatever the flexibility Otherwise when the employees are not
work option introduced, all employees empowered even after they complete two
should be equally given the privilege to or three years in the organization, it can
take the benefits otherwise it can result in result in frustration which can lead to
deterioration of the positive relationship leaving the organization.
with motivation and job satisfaction. When having a teamwork culture within
As recommendations If the organization the organization, it is important that
can increase the frequency of recognition employees build up trust among each
for example by introducing the employee other’s in the respective teams. It is
of the week, it will positively impact the suggested to the management to conduct
day to day efficiency of the employees. team building and trust building
Also it is suggested to the management to programs/ trainings, outbound trainings
implement a program which encourages which help to improve the respect, trust
and collaboration between employees.

It is suggested to the management of the HPWPs that were tested, profit sharing
target organization to carefully review the and flexible work options received some
currently available HPWPs, the criticisms from employees. Such
recommendations based on the five criticisms implied that they are one of
dimensions that used for this research are many reasons for the high labor turnover
discussed above. The management should that the target organization was
first understand the needs and perceptions experiencing over the last few years.
of employees, what they expect from a Hence the management of the target
strategy of HPWPs and then design and organization need to consider the concerns
implement the practices accordingly. of employees about those two practices
and improve them in a way that motivates
It is recommended to the management of employees and increase job satisfaction.
the target organization to keep focus on The rest of the three practices –
having a motivated workforce by empowerment, recognition and teamwork
identifying the motivating factors also have been able to win the hearts of
suggested to introduce methods that employees. The overall conclusion is that
encourage employees to raise their the research has accomplished its four
grievances or any other reasons which objectives.
would affect the motivation. Such
methods would be open door policy where Implications
employees are given the freedom to meet
any superior person to raise his/ her The study provides breadth to the
concern, suggestion boxes, complaint knowledge identifying the positive
boxes etc. relationships of HPWPs with motivation
and job satisfaction by measuring through
Conclusion five dimensions of HPWPs along with the
mediating effect of employee motivation
The objectives of this research were to on the relationship between HPWPs and
identify the relationship between high job satisfaction as well as carrying out the
performance work practices and job study in a developing South Asian country
satisfaction, to identify relationship and on a fast-growing revenue generating
between HPWPs and employee export apparel industry.
motivation, to identify relationship
between employee motivation and job All five dimensions of HPWPs examined–
satisfaction and to identify the mediating profit sharing, flexible work options,
effect of employee motivation between empowerment, recognition and team work
HPWPs and Job Satisfaction. were shown to be resulting job satisfaction
however the importance of proper and
The findings of the research conclude that effective designing and conducting of
there were positive relationships between those practices came into light.
HPWPs & Job satisfaction, HPWPs &
employee motivation, employee The study provides managers and HR
motivation & job satisfaction and also that practitioners with an indication that
there is a mediating effect of employee HPWPs have a positive relationship with
motivation on the relationship between employee motivation and job satisfaction
HPWPs and job satisfaction. Based on the and employee motivation itself is
statistical analysis, all the hypotheses are positively related with job satisfaction and
accepted. Out of the five dimensions of also that employee motivation has a

mediating effect on the relationship order to remind them to complete the

between HPWPs and job satisfaction. questionnaire. Also, the research was
Given that the managements of the conducted within a fairly short span of
organizations should focus on first time which restricted exploring further
identifying what practices employees find avenues of analysis within the research
as useful and then beneficial and design scope. The selection of five dimensions of
those HPWPs in a way that create a win- high performance work practices tested in
win situation for both organization and the study was based mainly on those that
employees. The study proved that mere have been identified in the literature as
existence of practices (in this study the being widely used practices, there are
analysis of findings on profit sharing & numerous other dimensions of HPWPs at
flexible work options) will not motivate or that also can be considered for similar
satisfy employees but improving those analysis.
practices to meet the expectations of
employees will only add value. Given It’s worthwhile to acknowledge that the
that, Organizations may need to more omission of some other mediators that
closely examine their employee may qualify the results of this research. In
requirements, work practices and work some instances, there may be a level of
flexibility to make a motivated, satisfied interdependence between the HPWPs
and long retaining workforce. dimensions and the job satisfaction
variables which may influence the
Limitations direction of their independent/dependent
variable relationship. More researches
It is worth noting the non-response as out may be required to better understand the
of the 108 distributed questionnaires 48 positive relationship between HPWPs and
were not returned. This is because of the job satisfaction in more context specific
workload of the employees and the need work environments as this research has
to communicate with the respondents in covered only single industry.
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Work Practices to Job Satisfaction and Workplace Profitability. Industrial Relations
A Journal of Economy and Society, 53(3).

Gunathilake, JHRMP 2020, 5(1)
Extrinsic Factors Influencing Job Performance of Engineering Staff of a

Leading Construction Company in Sri Lanka
Assistant Manager - HR Administration, ABC Construction (Pvt) Ltd., Sri Lanka
ggtharinduyg@gmail.com
Abstract: This empirical investigation has attempted to reveal the effect of six extrinsic
factors namely salary & benefits, working conditions, policies & procedures, relationship with
supervisors, coworkers, and subordinates on the individual job performance of engineering
staff at a leading, highest graded construction company in Sri Lanka. The study was conducted
as a longitudinal case study research with mix method where quantitative findings were further
validated by the insights from a qualitative study which highlighted the importance of
perception of such factors over the mere provision or presence of them. The study found a
positive correlation with higher predictability of variance of all six extra-individual factors
with job performance of engineering staff as possible causes for the decline of individual
performance. This could lead to a conclusion that extrinsic factors cause greater influence than
intrinsic factors over the performance of engineering staff at the concerned organization.
Findings were further reviewed using Herzberg’s Two Factor theory, performance equation
of Cerasoli, (2014) and MARS model of behavior.
Keywords; Job Performance, Extrinsic factors of performance, Perception
Introduction construct of job performance. Experience

was mostly found correlating closely with
Today’s corporate world has redefined the task performance while personality
Darwinian slogan ‘Survival of the fittest’ variables with contextual performance
to ‘Survival of the performer’ as it is (Motowidlo & Scotter, 1994, P.475).
performance that ultimately counts for Viswesvaran & Ones (2000) theorized
either making or breaking organizations in task performance, organization citizenship
this hyper-turbulent environment. behavior and counterproductive behavior
Therefore, content domain of the construct as stand-alone dimensions of job
of job performance and its organizational performance. Scholarly work of Campbell
implications has ever been a topic of (1990), Viswesvaran & Ones (2000), and
greater scholarly concern. According to Cerasoli, (2014) point to the interplay of
Motowidlo & Kell (2012), Job Job performance with a widely accepted
performance could be defined as set of predictor variables.
organization’s total expected value of an
aggregate of discrete behaviors of an Job performance (JP) = Motivation x
individual over a standard period. As cited Ability x Organizational Support
in Amstrong (2014), Brumbach defined
Performance as a certain way of behavior According to McShane, Von & Von
that bring out particular result and (2005), this was further extended to
accordingly both behavior and result could MARS model of job performance which
be regarded as the two sides of one coin: interpret job performance in terms of the
performance. Several empirically tested following relationship advocating
models point to the multidimensionality of behavioral approach to performance.
job performance with important findings
such as task performance and contextual Job performance (JP) = Motivation x
performance contributing independently Ability x Role Perception x Situational
as stand-alone dimensions to the overall Factors

These determinants of JP themselves problem which could even be

could be identified as broader and generalizable to the entire industry where
complex constructs which are also an empirical examination to a problem of
influenced by a multitude of factors this nature was found absent.
thereby making JP being influenced by
much larger range of factors (Robbins, & Conceptual Framework and
Judge, 2013; Moorhead & Griffin, 2001). Operationalization
According to Dunegan, Uhl-Bien, &
Duchon (2002) variations in job
This study attempted to address the
performance could be attributed to a
research question of identifying what
variety of factors under individual, group
extrinsic/ extra-individual factors
and organizational levels. In their model,
influencing engineering staff at a leading
factors within and beyond individual
Construction Company in Sri Lanka
could be defined as “Intrinsic or intra-
towards higher level of job performance.
individual” and “extrinsic or extra-
The objectives of the study are to identify
individual factors” respectively. These set
extrinsic factors that affect job
of factors hold resemblance to hygiene
performance of engineering staff at the
factors and motivators in Herzberg’s Two
company concerned, assess the nature and
Factor theory of motivation to a greater
strength of relationship that these factors
extent.
have on job performance and finally to
make recommendations for this
Research Problem organization to rectify their performance
issues among engineering staff.
This study was executed at one of the
leading, highest-graded construction Figure 01 illustrates the conceptual
companies in Sri Lanka. It has recorded a framework of the study where six extrinsic
decline in performance appraisal results of factors were identified as predictor/
their engineering staff by 21% compared independent variables for the dependent
to last year (ABC Construction, 2019). variable of Job performance. Accordingly,
However, a relatively good response was statements of null and alternative
evident in an internal job satisfaction hypothesis were generated to test the
survey from the same group (ABC relationship between independent and
Construction, 2019). The survey has dependent variables.
focused on a set of intra-individual factors
such as interest towards job itself, sense of As illustrated in table 01, six hypothesized
responsibility, challenging nature of the variables were operationalized into 25
job and recognition etc. Therefore, this specific indicators and each was measured
performance drop could largely be using 25 specific statements which were
attributed to a range of extra-individual asked to rate using 1 – 5 importance scale.
negative influences. This declining trend This was based in designing the
in performance of their most important questionnaire.
category of staff was viewed as a serious

Salary & Benefits (SB)
Relationship with Superiors (SP)
Relationship with Co-workers (CW)

Job Performance
Relationship with Subordinates (SO)
Working Conditions (WC)
Company Policy & Practices (PP)
Figure 01: Conceptual Framework of the Study
Hypotheses of the Study: H04: Nature of Relationship with

Subordinates have no influence
H01: Salary and Benefits have no over the Job Performance of
influence over the Job Engineering staff.
Performance of Engineering
staff. H05: Working Conditions have no
influence over the Job
H02: Nature of Relationship with Performance of Engineering
Superiors have no influence over staff.
the Job Performance of
Engineering staff. H06: Company Policies & Procedures
have no influence over Job
H03: Nature of Relationship with Co- Performance of Engineering
workers have no influence over staff.
the Job Performance of
Engineering staff.
Table 01: Operationalization of Variables

CONCEPT
MEASUREMENT
VARIABLE INDICATORS
Qu.# Questions (Likert Scale/ Importance rating 1-5)
Salary 1 I'm satisfied with my salary.

Incentives/ Incentives & allowances improve my earning
Allowances 7 capacity & encourage me to work hard.
Performance
Salary & I feel being treated equitably according to my

Benefits Equity 13 qualifications, experience & contribution.
Relation to When I perform well my earnings goes up which
performance 22 encourage me to improve my performance
Other benefits that I'm entitled to encourage me in
Fringe Benefits 19 my work.

I receive adequate support and advice from my

Support 2 superior
Level of
empowerment/ My superior trusts me & given responsibility
Delegation 8 without being over supervised.
Superior Manager views our problem in our angle fairly &
Empathy 20 equitably.
I enjoy good mutual understanding & cooperation
Rapport 14 with my boss
Feedback I receive from my superior helps me
Feedback 23 improve my performance.
Support 9 I receive good support from my colleagues.
Rapport/ It’s interesting & enjoyable working with my co-
Co-worker Friendliness 3 workers.
When I work with my colleagues, we work as a
Team spirit 15 family.
I enjoy working with competent & hardworking
Competency 4 subordinates
authority/ I enjoy being in charge, managing & developing
Subordinates
responsibility 10 my subordinates.
Respect & I get the respect and support from my
Support 16 subordinates.
Health & Safety 11 I feel safe & secured to work in my workplace.
Working I'm provided with necessary resources to do my
Conditions Resources 5 job
Convenience/feel
at home 17 I feel at home when I'm working at the site/ Office
Training & I receive adequate training to improve my
Development 12 performance
Performance We are evaluated by an effective performance
Appraisal 18 appraisal system.
Company Compliance I enjoy work in compliance with ISO 9009, 5S &
Policy & (ISO, 5S) 24 other quality standards.
Procedure Career Company supports us in studies, professional &
Development 21 career development.
Decision Making 6 I feel that I have a share in decision making.
General Admin, I experience sound management style &
Mgmt. style 25 administration in general.
Source: Author, 2019
concerned construction company. Six
Methodology external factors were hypothesized as
potential influencers of job performance
This cross-sectional study was conducted based on the work of Diamantidis and
as a case study strategy using mix method Chatzoglou (2019) and Armstrong (2014)
mostly as a quantitative study supported followed by a validation through a pilot
by a qualitative investigation in research conducted among the staff of a
determining external factors influencing selected construction site. A qualitative
job performance of engineering staff at the investigation was also used as a validating

instrument. Those six hypothesized information. Questions were structured

independent variables were using Likert scale.
operationalized into 25 specific indicators
which were measured using 25 statements Data was analyzed using both descriptive
through a structured questionnaire. and inferential statistics mainly by testing
hypotheses by means of measuring P-
The scope of the research was confined to value with the significance level (α) as
a population of 118 engineering 0.05 and 95% confidence level using two
employees including 32 senior engineers, tailed test. Regression analysis was also
43 junior engineers, 23 quantity surveyors performed to determine causality and
and 20 engineering assistants due to strength of each variable with job
practical reasons. A sample of 47 performance using Statistical Package for
personnel representing 40% of the Social Sciences (SPSS) software.
population was selected using Stratified
Random Sampling technique. Data Analysis & Findings
The study was conducted mainly as a field It was recorded a 100% response rate for
survey method by using structured the questionnaire. Sample was dominated
questionnaire to collect primary data. by Males (83%) with a majority of junior
Records of Performance appraisal results, engineer category comprising 36.2%.
employee grievance, disciplinary inquiries Data indicated a young population with
and exit interviews were referred as 40.4% and 34% in their thirties and
secondary data. Further twelve in-depth twenties, respectively. More than half
interviews were conducted with HRM (52%) of the respondents have worked
team (2), members of the top management over 5 years at this company and 68% of
(2) and selected personnel from all four the sample have worked less than 5 years
categories of the population (8). Two in their current positions indicating the
focus group discussions were conducted presence of career progression
with randomly selected members from the opportunities at the concerned
population and a mix of personnel from organization. It was evident that higher the
HR & top management. Questionnaire length of service at the organization,
was comprised of three sections namely to higher would be the performance of the
gather demographic, content specific and engineering staff.
indicator measuring (operationalized)
Table 02: Summary of Regression & Correlation Results
Parameter
External Strength of the Standard Estimates
Correlation
Factors Relationship to R Error of P-
Coefficient
examined the JP Square the value
(r)
for JP (Correlation) Estimates Constant B1
Very Strong
SB + 0.815 Relationship .664 5.96397 0.000 22.648 .722
Very Strong
SP + 0.867 Relationship .752 5.13053 0.000 26.835 .662
Moderate
CW + 0.677 Relationship .458 7.58051 0.000 39.357 .476
Moderate
SO + 0.703 Relationship .494 7.32156 0.000 26.384 .629

Very Strong
WC + 0.756 Relationship .571 6.74427 0.000 35.135 .538
Very Strong
PP + 0.894 Relationship .799 4.62035 0.000 20.673 .762
Source: Survey Data, 2018
As the above table demonstrates, there are strictly linked to performance measures. A
significant positive linear correlation of all wider gap of rewards was observed
6 factors with Job Performance (p<0.05) between top and average performers. In a
indicating directly proportionate focus group discussion, a 42 years old
relationship of JP with all six factors. As male engineer expressed the difficulty to
relationship with Co-workers and be qualified as a top tier performer as “you
Subordinates displayed a smaller build 10 storied building all by yourself
regression values compared to other and leave one tile misaligned, you are end
variables, they could predict lesser up being an average performer”. However
variance in job performance precisely according to the view of the members
45.8% and 49.4% respectively. interviewed, top management intention
behind having difficult targets and strict
According to the hypothesis testing results performance-based rewarding was to
(p=0.000), all the null hypotheses were stretch individual capacities and to keep
rejected in favour of alternatives showing employees motivated by providing them
a statistically significant impact on with opportunity to grow. This could be
Engineers’ job performance by the explained as having lesser expectancy and
hypothesized six variables. Therefore, job instrumentality of goals and rewards as
performance of engineering staff is having per Vrooms Expectancy theory of
directly proportionate relationship with 6 motivation (Robbins et. al, 2013). A
extra-individual influencers of Job factors. widespread drop in self-efficacy among
engineering staff was observed that could
Empirical findings derived from mostly be attributed to overly difficult
quantitative method were further validated targets and the tight association of the
by the qualitative data gathered through achievement of such targets with rewards
interviews, focus group discussions and and the opinion of oneself within the
observations. Following is an outline of organization.
findings of the qualitative aspect of the
study. High performance culture characterized
by higher sense of urgency, concern for
It was widely evident that it is not the time and quality, celebrating
provision of these extrinsic factors or the achievements, rewards and recognition
mere presence of them that truly influence based on performance were observed.
performance but the perception of such Culture at the company concerned could
factors in the minds of employees. A clear be described in terms of principal cultural
gap was observed in terms of what certain characteristics model of Robbins et. al
extrinsic factors such as salary and (2006) as having higher outcome
benefits, working conditions, policies and orientation, aggressiveness, lower people
procedures were originally meant by the and team orientation and stability. A clear
management and how they appear to threat to sustain the aforementioned
employees and their perception. culture was observed based on the ideas of
engineering employees which are contrary
It was noted an apparent dissatisfaction to management belief.
mostly among senior staff towards the
existing reward system which was found

Top management mostly comprised of a product of motivation and several other

highly qualified engineers mainly factors, it could be concluded that the
motivated by the work itself and concerned extrinsic factors are responsible
passionately engaged in the operations. for the declined job performance of
Opinion of the respondents projects a engineering staff at the concerned
perception towards management organization. This argument is supported
characterized by high-risk propensity and by the findings of this research along with
internal locus of control whereas most of the secondary data that confirmed the
their engineering staff demonstrated an presence of intrinsic influencers of JP at
external locus of control. This also this company based on a previous internal
contradicted their policies and procedures study. (ABC Construction, 2019).
such as punishing for mistakes which
discourage risk taking. This could lead to Findings of this research could further be
cognitive dissonance (Moorhead & explained using Herzberg’s two factor
Griffin, 2001) having a detrimental effect theory as the motivational decline due to
on performance. dissatisfaction caused by the absence of
extrinsic influencers of performance or
Engineering employees were found to their negative perception has overrun the
have undergone high amount of stress due effect of satisfaction or their positive
to the nature of job, strict compliance of perception caused by the presence of
company policies and procedures under motivators thereby resulting a negative job
highly individualistic and achievement- performance. This points to an argument
oriented culture. This in turn negatively that extrinsic factors cause greater
reinforces relationships among all levels influence than intrinsic factors over
including supervisors, coworkers and performance of engineering staff. This
subordinates when striving towards goals. could be used as an important insight for
An absence of procedural justice which is the company to devise their HR strategies
the perception of fairness or transparency such as reward management. Further,
in the process of making decisions, these findings have also validated
(Alexander & Ruderman, 1987) was Cerasoli’s (2014) performance equation
evident mainly among categories other and MARS model of performance to a
than senior engineers. certain extent.
Discussion and Conclusion It is important to distinguish that it is the

perception of the individual towards these
Empirical findings suggest higher the six extrinsic factors that influence
level of all six extrinsic factors namely individual performance but not the mere
salary and benefits, working conditions, presence of them nor the perception of the
company policy procedures, relationship management. Therefore, the implication
with supervisors, coworkers, and of these findings for the management is
subordinates, higher would be the not to confine their approach merely by
performance of engineering staff. Under increasing the provision of such factors
the assumptions that extrinsic and intrinsic but to get employee perception towards
factors identified as influencers of JP such factors elevated.
being closely resembles hygiene factors
and motivators explained under Findings of this research further validates
Herzberg’s Two Factor theory and the proposed employee evaluation model
secondly, JP being closely corelated with of Diamantidis and Chatzoglou (2019)
motivation as per the performance which is characterized by the correlation
equation of Cerasoli (2014) and McShane, of job environment and management
et. al (2005) which defined performance as

support that embodies most of the factors according to the Five Stage Model of
considered herein with JP. group development (Tuckman & Jensen,
1977) and could cause further
Recommendations and performance drop if company failed to
Directions for Future Research properly manage the process of entering
the norming stage. It is therefore
It is proposed to device strategies to recommended to increase employee
induce positive perception among engagement, participative management,
engineering staff towards the concerned and open communication to increase
six extrinsic influencers of performance. It transparency and reinstate procedural
is recommended to introduce changes to justice which was found to be declining.
those factors and communicate them in a Further cultural change to be managed
way that would increase the perception of using cross functional teams and
expectancy, instrumentality and valance increasing consensus.
of engineering staff as explained under
Vroom’s expectancy theory of motivation Expanding this research into different
(Robbins et. al, 2013). This could industries and geographical areas could
potentially increase motivation which in further enhance the knowledge on
turn could result higher performance extrinsic influencers of job performance.
according to Cerasoli’s (2014) Further the focus of many such research
performance equation. A detailed survey has limited itself to the
could be done to identify minute aspects multidimensionality and meaning
of those major factors and devise construction of the domain of individual
interventions and process modifications performance. Extended studies could be
accordingly. It is important to make the carried out on Job performance of teams
distinction that it is not those factors per se or organizations and relevant influencing
but how they are being perceived that factors. Further, extrinsic factors selected
matters the most towards higher for this study were confined to much
performance. broader constructs such as benefits,
working conditions, relationship with
This organization could be thought of supervisors etc. that they themselves could
undergoing a cultural change where an be identified as broader standalone
apparent friction between values and constructs. Therefore, investigating into
believes of its employees and founding minute aspects of those broader constructs
members of top management has created a of performance influencers could further
cognitive dissonance. This could also be expand the body of knowledge on
described being in the storming stage performance construct.
References
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Internal HR Report: unpublished.
Alexander, S., & Ruderman, M. (1987). The Role of Procedural and Distributive Justice in
Organizational Behavior. Social Justice Research, 1(2), 177-198.
Armstrong, M. (2014). A Handbook of Human Resource Management Practice (14th ed.).
New Delhi : Kogan Page Publishers.

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Organizational Psychology. In M. D. Dunnette, & L. M. Hough, Handbook of
Industrial and Organizational Psychology (pp. 687-732). Palo Alto: Consulting
Psychologists Press.
Cerasoli, C. P. (2014). Performance= ability X Motivation: Exploring Untested Moderators
of a Popular Model. Albany: State University of New York.
Diamantidis, A. D., & Chatzoglou, P. (2019). Factors Affecting Employee Performance: An
Empirical Approach. International Journal of Productivity and Performance
Management, 68(1), 171-193.
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The Moderating Effects of Task Characteristics. Journal of Business and
Psychology, 17(2), 275-285.
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Behavior. New York: McGraw-Hill Irwin.
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Company.
Motowidlo, S. J., & Kell, H. J. (2012). Job Performance. In Handbook of Psychology (2nd
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International Journal of Selection and Assessment, 8(4), 216-226.

Arnold & Kaluarachchige, JHRMP 2020, 5(1)
Retention of Medical Officers in Preventive Health Sector in Sri Lanka
S. M. Arnold1 and I. P. Kaluarachchige2

1
Consultant Community Physician/ Director-Quarantine Unit, Ministry of Health, Sri Lanka
2
Senior Lecturer, University College of Matara, Sri Lanka
1
mahendra_arnold@yahoo.com, 2 indikapri@gmail.com
Abstract: Human resources are the livelihood of all types of organizations. The biggest
challenge that organizations are facing today is not only managing these resources but also
retaining them. It has been observed that retention of Medical Officers of Health in the
government preventive health sector has been difficult. Many Medical Officers of Health
leave to the curative sector from the preventive sector. The study was carried out to investigate
the influence of work related factors on retention of Medical Officers of Health working in
the preventive health sector. A descriptive cross-sectional study was carried out among
Medical Officers of Health in the Colombo district, Sri Lanka which has 18 Medical Officer
of Health units providing preventive health services to the community with 64 Medical
Officers. A self-administrated questionnaire was used as the study instrument. Interviews were
held to obtain their suggestions to improve the retention of medical officers in the preventive
health sector. Data analyses showed that all four variables; recognition, work schedule,
remuneration and responsibility are positively and significantly influence retention of Medical
Officers of Health. The variable ‘work schedule’ showed the highest impact to the retention
of Medical Officers of Health. This is the first study done in Sri Lanka to scientifically explore
the factors affecting the retention of Medical Officers. The findings of this research would be
much beneficial for health managers and policy planners to make strategies to retain medical
officers in the preventive health sector.
Keywords: Retention, Recognition, Work Schedule, Remuneration, Responsibility
Introduction
Retention of productive employees is a Preventive health sector plays a key role in
major concern of Human Resource (HR) the healthcare globally. In Sri Lanka the
professionals and business executives. It is government allopathic healthcare system
more efficient to retain a quality employee has two distinct sectors; preventive and
than to recruit, train and orient a curative sector. In any country prevention
replacement employee of the same quality of disease conditions is the backbone of
(Society for Human Resource the healthcare system. Without a proper
Management, 2018). Effective employee preventive healthcare system disease can
retention is a systematic effort by occur in epidemic proportions where the
employers to create and foster an curative sector will be overburdened and
environment that encourages current will not have the capacity to provide
employees to remain employed by having services to the increasing number of
policies and practices in place that address patients. Hence, it is vital that adequate
their diverse needs. A strong retention number of medical officers are retained in
strategy becomes a powerful recruitment the preventive health sector. There are
tool. Retention of key employees is many factors affecting the employee
critical to the long-term health and success retention including remuneration
of any organization (Mathimaran, 2017; responsibility, recognition, and Work
Razique, 2015). schedule (Mabaso,2017; Nel et al., 2001;
Mallikarjuna, 2012; Tsai, 2016).
Journal of Human Resource Management Perspectives - 2020 | Volume 5 | Issue 1 | Page 36

The Medical Officers are mandatorily the very start, from the first day of work to
transferred every four years. They can get the first week and beyond (George, 2015;
themselves transferred to a curative health Robert Half, 2018). In any position and
unit or a preventive health unit. Through industry, professionals want the
discussion with officials of the central possibility for advancement. Smart
Ministry of Health who are responsible for managers invest in their workers'
appointments and transfers of Medical professional development and seek
Officers revealed that they were of the opportunities for them to grow. Keeping
view that preventive health sector is less open lines of communication is essential
attractive among Medical Officers and for employee retention (Bidisha, 2013).
Medical Officers in the preventive health
Many studies on retention of employees
sector tend to leave to the curative health
have been conducted in the health sector.
sector. Of the approved cadre of 86
A majority focused on physicians and
Medical Officer of Health (MOH) in the
nurses in hospitals. There have been fewer
Colombo district, there were only 74
studies on health workers in the
attached to MOH Offices. Of these 74
community or outside hospital settings.
MOH, 12 MOH have requested for
Nurses’ retention is one of the most
transfers to curative care institutions. This
frequent research topics in this field. A
results in shortage of Medical Officer of
study among English nurses by Adams &
Health. Hence it is important to explore
Bond (2000) showed positive relations
the factors affecting the retention of
between retention and relationship with
other medical staff, perceptions of their
sector.
workload and their evaluation on the
With this background the study was appropriateness of the nursing system in
conducted with the aim to assess the which they were working. Penz et al.,
factors affecting retention of Medical (2008). A study by Roelen (2008) among
Officers in the preventive health sector in medical doctors in South Africa showed
Sri Lanka and to provide practical many factors affecting job turnover.
suggestions to enhance the retention of Clinical freedom, positive perceptions of
Medical Officers in the preventive health managed care strategies, remuneration
sector in Sri Lanka. and working in small groups were
predictors of higher retention.
Literature Review A study carried out by Kaplan (2009)
among physicians in San Diego USA
Employee Retention is a process in which indicated physicians’ retention was related
the employees are encouraged to remain to their perceptions of their autonomy,
with the organization for the maximum workload, work/private life conflict, pay,
period of time or until the completion of and community satisfaction. In addition,
the project. Employee retention is all predictors except workload had an
beneficial for the organization as well as impact on physicians’ retention in the
the employee. Thus, organizations are current career. Rahman (2010) conducted
being forced to study why employees a study to identify factors affecting
leave and why they stay. Sometimes an retention of community health workers
individual in the HR area is assigned to (CHW) in Bangladesh. Most common
specifically focus on retention to ensure factors cited for continuing as a CHW
that it receives high priority (Martin, were financial incentive, feeling needed
2010; Mathis, 2008). Every area of the by the community, and the value of the
employer-employee relationship in the CHW position in securing future career
organization deserves attention. Every advancement. Factors contributing to
new hire should be set up for success from
Journal of Human Resource Management Perspectives 2020 | Volume 5 | Issue 1| Page 37

attrition included heavy workload, night remaining health workers to leave

visits, working outside of one's home area, (Bardad, 2016).
familial opposition and dissatisfaction
Physician shortage has become an urgent
with pay.
and critical challenge to many countries.
A well-defined career path affects According to the workforce dynamic
employee retention. Employees, whether model, long work hours may be one major
freshers or ones with experience, want to pressure point to the attrition of
understand how the leadership of an physicians. Financial incentive is a
organisation can facilitate their growth. common tool to human power retention. A
They want to see tangible examples of study conducted by Tsai (2016) showed
how their counterparts have grown in the that 351 (14.5%) of surveyed physicians
firm. For many, growth is not just a reported strong intention to leave current
vertical ladder (Martin, 2010; Mathis, hospital. As expected, work hours
2008). Compensation constitutes the exhibited an independent relationship with
largest part of the employee retention turnover intention. More importantly, pay
process. The employees always have high satisfaction could not effectively effect on
expectations regarding their compensation the positive relationship between work
packages. Compensation includes salary hours and intentions to leave current
and wages, bonuses, benefits, hospital.
prerequisites, stock options, bonuses,
It is not about managing retention. It is
vacations, etc. (Singha, 2012).
about managing people. If an organization
Recognition can be described as “in manages people well, employee retention
organization employees are rewarded by will take care of itself. Organizations
different status, this process is called as should focus on managing the work
recognition” (Danish & Usman, 2010). environment to make better use of the
Intrinsic rewards like recognition, growth, available human assets. People want to
feedback, opportunities lead employees work for an organization which provides
more towards high job performance and appreciation for the work done, ample
motivation than extrinsic rewards like opportunities to grow, a friendly and
salary (Nel et al., 2001). Ning (n.d) carried cooperative environment and a feeling
out a study among 650 full‐ time nurses that the organization is second home to the
employed in six Chinese hospitals on employee (Bidisha, 2013).
factors related to job retention showed that
items contributing for low retention were Methodology
workload, compensation, professional
promotion, amount of work responsibility, A conceptual model was developed based
work environments, and organizational on the intense study of previous literature
policies. In a study carried out in Kenya to to achieve the objectives. Work related
assess factors influencing retention of factors; recognition, work schedule,
essential healthcare providers revealed remuneration, and responsibility were
that there are negative impacts of considered as independent variables and
increased workloads, especially at retention of medical officers in the
peripheral facilities in rural districts, preventive health sector was considered as
which may impact on health service the dependent variable. Of the population
provision. Increased workloads and of 74 Medical Officers of Health attached
responsibilities caused by understaffing to all 18 MOH Offices in the Colombo
result in stress, burn out and demotivation, district, a sample of 64 Medical Officers
which are the factors that ‘push’ of Health who fulfilled the selection
criteria were included as a survey. A
hypothesis of a positive and significant

relationship exists between recognition, tolerance statistics are above 0.1. The
remuneration, responsibility, work findings indicate nonexistence of
schedule and retention were developed. A multicollinearity within the data. To
self-administered five point Likert Scale investigate the influences among the
questionnaire which contained questions variables, a multiple linear regression
on factors affecting retention was analysis (table 2) was performed. The
developed to collect quantitative data. The results reveal the regression coefficients
responses consist of strongly agree, agree, of recognition, work schedule,
neutral, disagree and strongly disagree. remuneration and responsibility are
An interviewer administered open ended statistically significant. The regression
questionnaire was used to obtain the analysis shows the highest magnitude of
qualitative data to provide practical 1.039 represents the work schedule. It
suggestions to enhance the retention of indicates that a positive relationship
Medical Officers. A correlation and between work schedule and retention in
multiple linear regression analyses were the preventive health sector. This is
conducted to find out the relationships and significant at 0.01 level. The second
influences among the variables. highest magnitude of 0.564 is for
Recognition and it is significant at a 0.01
Discussion of Findings level. This indicates that there is a positive
The purpose of the current study was to relationship between recognition and
investigate the impact of work related retention. A magnitude of 0.535 is seen for
factors on retention of Medical Officers in Remuneration and is significant at 0.01
the preventive health sector in Sri Lanka level. This indicates a positive relationship
and to provide practical suggestions to between remuneration and retention.
increase retention of Medical Officers in Responsibility showed a magnitude of
the preventive health sector. 0.440 and is statistically significant at 0.01
level. This reveals a positive relationship
A correlation analysis (table 1) was between responsibility and retention. As
performed to assess the relationships per the regression analysis among all of
between independent and dependent the four factors, work schedule is the most
variables. The correlation coefficients of significant factor which affects retention
Recognition, Work Schedule, of medical officers in the preventive
Remuneration and Responsibility show health sector.
positive relationships and they are
statistically significant. The strongest A study by Ning et al (n.d) among 650
positive significant association shows in full‐ time nurses employed in six Chinese
between Recognition and Retention and hospitals on factors related to job retention
its coefficient of correlation is 0.547 at a showed that amount of work
0.001 significant level. (r= 0.547, p< responsibility was a factor contributing for
0.001). A positive and statistically low retention. However, the current study
significant correlation exists between showed a positive and significant
Responsibility and Retention (r= 0.487, correlation between responsibility and
p< 0.001), Remuneration and Retention retention. This may be due to the facts the
(r= 0.439, p< 0.001), Work Schedule and studies were on two different staff
Retention (r= 0.422, p=0.001). categories and medical officers are trained
and required to take a higher level of
The test of multicollinearity was responsibility compared to other medical
examined by generating via collinearity and paramedical staff. In a study by
diagnostics matrix and obtaining Variance Yaseen (2013) on factors affecting
Inflation Factor (VIF) and tolerance doctors’ retention level showed that not
statistics. The VIF values are below 5 and

getting proper work schedule/structure study provided support on the positive and
was one of the main factors affecting significant relationship between
retention. The current study revealed that compensation and job retention in studies
there was a positive and significant by Mabaso (2017) and Chaulagain,
correlation between work schedule and (2012). Nel et al (2001) indicated that
retention of medical officers. The current intrinsic rewards like recognition lead
Table 1: Correlation Coefficients
Work
Recognition Remuneration Responsibility Retention
Schedule
Recognition r= 1.00 r= 0.369* r= 0.493* r= 0.615* r=
p= NA p= 0.003 p<0.001 p<0.001 0.547*
p<0.001
Work r= 0.369* r= 1.00 r= 0.563* r= 0.300* r=
schedule p= 0.003 p= NA p< 0.001 p= 0.016 0.422*
p= 0.001
Remuneration r= 0.493* r= 0.563* r= 1.00 r= 0.302* r=
p< 0.001 p< 0.001 p= NA p= 0.015 0.439*
p< 0.001
Responsibility r= 0.615* r= 0.300* r= 0.302* r= 1.00 r=
p< 0.001 p= 0.016 p= 0.015 p= NA 0.487*
p< 0.001
Retention r= 0.547* r= 0.422* r= 0.439* r= 0.487* r= 1.00
p< 0.001 p= 0.001 p< 0.001 p< 0.001 p= NA
* Correlation is significant at the 0.01 level (2-tailed)
Table 2: Regression Coefficients
Variable Unstandardized Standardized t Significance

Coefficients Coefficients
B Std Error Beta
Recognition 0.564 0.128 0.489 4.411 0.000
Work 1.039 0.185 0.580 5.607 0.000
Schedule
Remuneration 0.535 0.121 0.489 4.418 0.000
Responsibility 0.440 0.113 0.444 3.903 0.000
employees more towards high job others in the medical profession to the
performance, motivation and retention. MOH post’. This is in line with the more
The findings of the current study recognition given to the curative sector in
supported this where positive and general and members of the medical
significant relationship is existing profession also considering curative sector
between recognition and retention. as the more important sector. It is
generally perceived among the medical
When considering the recognition to the
officers that, medical officers in the
MOH post, the respondents were least
curative sector draw a higher salary than
satisfied to with the ‘due recognition by

the medical officers in the preventive regarding remuneration showed that the
sector through higher overtime payments respondents were less satisfied with the
and holiday pay. The satisfaction level of remuneration compared to other variables
medical officers with regard to the studied. This was reflected in the
variable ‘remuneration’ was lower than suggestions made. The suggestions
the other three independent variables included increase of payments made as
studied. The MOH have a lower chance of overtime, increase payments for working
working on holidays except during special on public holidays, increase the rate paid
programmes like dengue control for travelling claim and payment of an
programmes scheduled on public allowance for administrative work.
holidays. However, it is not a regular Respondents suggested filling of existing
occurrence. Due to non-availability of vacancies and dividing larger MOH areas
night duties and on call duties the amount to manageable level. Further suggestions
earned as overtime payment is also less. were made to conduct regular training to
Unlike the medical officers in the curative upgrade knowledge and introduction of a
sector, MOH being field officers are proper performance appraisal system.
entitled to travelling and subsistence
allowance. However, these allowances Practical Implications
have very low monitory value and have This is the first study done in Sri Lanka to
not been revised for many years in line scientifically explore the factors affecting
with the current salaries and cost of the retention of Medical Officers in the
travelling. The low level of satisfaction preventive health sector. The outcome of
regarding the travelling and subsistence this research would be much beneficial for
allowance is reflected by low attitude health managers and policy planners to
scores for of these variables. make strategies to retain medical officers
in the preventive health sector. Removing
Conclusion
of administrative responsibilities from the
The purpose of the current study was to duties of MOH and appointing a separate
investigate the impact of work related medical officer to carry out all
factors on retention of Medical Officers in administrative functions in the MOH
the preventive health sector in Sri Lanka office, increasing payments made for
and to provide practical suggestions to work done outside duty hours, reducing
increase retention of Medical Officers in the population allocated for an MOH area
the preventive health sector. There to a manageable level by creating new
appears to be no previous study on MOH areas by dividing the large MOH
physician retention in the Sri Lankan areas, appointing more staff such as field
context. The current study examined four staff such as Doctors, Midwives and PHI
predictors and their effects on retention of to fill the existing vacancies, appointing
medical officers in the preventive health Medical Officers with Master’s Degree in
sector. The results of analyses revealed Community Medicine as MOH,
that there exist significant relationships improving facilities in clinics and the
between recognition, responsibility, MOH Office, providing regular training to
remuneration, work schedule with update knowledge of MOH and
retention of medical officers. introducing a proper performance
appraisal system which were suggested by
The suggestions to increase retention of
Medical Officers to improve the retention
in the preventive sector should be taken
sector were obtained through interviews.
into consideration by the Health Ministry
Many respondents suggested that
and take necessary steps to implement
administrative responsibilities should be
them.
removed from MOH. The attitudes

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Vivek & Nanthagopan, JHRMP 2020, 5(1)
Gamification in Human Resource Management
R. Vivek1 and Y. Nanthagopan2

1
University of Colombo, Sri Lanka
2
Faculty of Business Studies, Vavuniya Campus of University of Jaffna, Sri Lanka
Abstract: Research talks about the gamification of the management of human capital.
Gamification is not about an immersive environment being digitally recreated; it is about using
game components and mechanics to help a company achieve employee engagement and other
organizational goals. It is about developing HR and other processes that use best practice ideas
from a variety of fields, especially fun and motivation. In addition, the increased pressure on
HR to add value to the use of gamification in HR may also provide one way for organizations
to quantify their contribution. HR gamification is about being business-oriented, gearing
practices towards the achievement of goals and objectives of both players and businesses.
With gamification, you inspire individuals to do more than you want them to do and get better
at it as well. There are several ways in which game principles in HR can be used. For instance,
in HR, gamification can be used to attract, induce, train (learn) and create, engage and retain
staff. The possibilities for gamification to be applied to HR extend well beyond those we list
here. As well as HR practitioners understanding gamification to actively build gamification
strategies themselves, it will also be necessary for these professionals to establish such an
understanding to allow them to manage others including external agencies) who on their
behalf create and operate gamification platforms.
Keywords: Gamification, Human Resource Management
Introduction to promote loyalty. Employees may also

benefit greatly from gamification systems
As a way to engage consumers and create that create an atmosphere in which, far
loyalty, Gamification has gained a lot of beyond rewards and benefits, they feel
popularity in the online world. While appreciated and praised for their
many sceptics still refuse to comprehend accomplishments While it is simple to see
how watching a match can have a real how gamification in sales can be used to
business impact, businesses who have inspire efficiency or even in customer
adopted external, customer-facing support services to promote quick,
gamification have noticed that there is satisfying resolutions, any company's
much more to it than the face sees. These Human Resources role can also use
services have immense power to stimulate gamification strategies to encourage and
enthusiasm and affect the behaviour of reward workers to complete important, but
clients. From traditional and social games often mundane, tasks (Gashi, 2013).
to non-game settings, gamification applies
behaviour-motivating techniques. While the whole gamification method is
certainly enticing, substantial financial
A successful gamification platform really investments are required in order to
looks more like a loyalty program increase the exposure and significance of
supercharged when it is extended beyond the HR department within the
points, badges, and leader boards to help organisation. Employees usually seem not
accomplish specific business goals. to like anything coming from HR, but they
Customers are definitely not the only definitely like games. Boredom is almost
constituents in any business for whom it is immediately turned into enjoyable times
necessary to feel engaged and empowered

and great interaction by combining the  To explore the relationship

different and tedious HR procedures with between the gamification and
games. Gamification has been found to fit HR processes
best in corporate activities such as
recruiting, training, hiring referrals, Significance of the Study
growth and wellness. Of course, there are
several cases where games, for example, What gamification can do for Human
administrative procedures, are not Resource Management processes is a
recommended at all. Due to the simple fact challenging question for any organization
that businesses will suffer tremendously, these days. Gamification of Human
the risks in this case are enormous. All can Resource Management as a function has
effectively carry out administrative no longer been a misconception and has
procedures (Armstrong, 201). greatly helped workers create an
atmosphere in which employees feel
In the field of human resources, since this appreciated and valued for their
technique is adaptable to all stages accomplishments, far beyond rewards and
relevant to the workers of the benefits. Employees are related to
organisations, the effect that can be company objectives and milestones are
accomplished on having implemented extended beyond points, badges and
gamification is raised. For example, at the leadership boards. In non-game scenarios
time of hiring and selecting the workers such as business environments and
adapted for each workplace, the game procedures, especially in recruiting,
technologies provide great usefulness, training and development, and motivation,
training the employees so that they can gamification is the use of game-thinking
ideally execute their duties, assess the and game mechanics to involve users and
success and establish a remuneration solve problems.
based on the same one, or even help
manage the professional careers of each Scope of the Study
and every component (Itika, 2011). That is
why, because of two key reasons, this The key to gamification is the manner by
work will concentrate on the application which addictive it can progress toward
of gamification in the field of human becoming over all ages of individuals and
resources: on the one hand, the benefits trusts that out of the distinctive focal
that the tool can contribute to staff points gamification has, the prime
management within organizations and on preferred standpoint is that it urges
the other hand, the remittance of staff that workers to be locked in with the
enter businesses, which is primarily the gamification movement subsequently
benefit of staff management within creating more grounded system in the
organizations (Kapur, 2020). association. Various associations are
utilizing gamification for ability
Objectives of the Study administration, workforce proficiency,
The objectives of the research are: preparing and improvement and take
 To examine the effect of advantage of new ability pools through
gamification in human Resource various components like objective setting,
management neck to neck rivalry, continuous input and
 To analyse the factor effecting rewards. The massive intensity of
the gamification in HR gamification can likewise be gotten from
department the way that numerous associations have
begun to create components through
which the prizes and motivators are

constructed utilizing gamification and is addressing problems To achieve this use,

connected with representative execution what we have learned from videogames
administration and worker commitment. and conducting speculations on science
This has helped the organizations to keep and inspiration. That means that we apply
tabs on workers' development towards components and standards of diversion to
individual objectives as well as get make work not so exhausting, but rather
substantial or open acknowledgment of more enjoyable. Gamification is very
their accomplishments. These good with things being as they are.” Yet,
identifications of inspiration can regularly making concrete in the zone of the
be shared on inward and interpersonal computer games, and he holds that
organizations for further deceivability and gamification “comprises of the utilization
inspiration. of the methodology and components of the
outline of the computer games of settings
Literature Review not the same as the amusement”. Consists
of using the methodology and components
Introduction to Gamification of the computer games outline of settings
not the same as the amusement. We may
The developers who have communicated
separate the most relevant data from each
their concept of gamification are
of these four meanings provided by
exceptional, but in this study, we have
different specialists and summarize that
chosen to pick four meanings on the word
gamification is an instrument that utilizes
compared to a portion of the specialists
the quality of the diversions to achieve
most understandable with the issue.
points in non-amusement settings.
Roker, to start with, (2016) Demonstrate
that there is no concept of gamification With respect to the fate of gamification,
understood all over for what they believe the specialists end up being self-assured
gamification is the use of diversion people and believe that it will transform
components and recreation plan into a fundamental instrument into
developments in environments that are not numerous territories of the life, thusly we
amusements.' Then again, Berensonn can appear as they certify that " we can sit
(2015) suggests that gamification, at the tight for business as usual thing, just that
same time, is an invention, a strategy and to real scale". Thusly, they contrast the
a method. The learning of components blast of gamification and that of the
that attract diversions and discern certain informal communities and don't envision
viewpoints that are prepared to be a managerial future without it. Then again,
converted into amusement or lively Brull, (2017) argue a promising future
elements within an action, assignment or both in the inner gamification and in the
some message in a non-amusement day understudy, starting for the regions of
situation. This is to get the consumers HR and deals, yet without leaving of side
interested in an extraordinary way, to later on fields as the bookkeeping or the
invigorate a change in actions or to item plan. What's more, they believe that
communicate a message or substance. In there will be a solid effect of gamification
other words, it provides an immense, in the legislative issues, the general
motivating context. population organization and the social
activism. At long last, the expressions of
"Ramaliah (2016) provides another
powerful on having certified that "with the
meaning of gamification when clarifying
time, the perspectives travellers of this
that "gamification is not constantly about
mode will vanish, meeting supplanted
creating amusements; it is related to
with the conviction of which gamification
changing activities, drawing people,
is equipped for creating positive
making propensities, gamefully

outcomes. For whatever length of time that emerge from aggregate dealing and
that the plan is deliberately considered, administrative rules (Reenen, 2011).
gamification will have the capacity to
work and will be examined as one all the Normally, the design of Human Resources
more piece of the apparatuses that the is to ensure that the organization will
cutting edge officials have to their air ". advance by individuals. Experts in HR
control an association's human capital and
Introduction to HRM focus on reviewing arrangements. In
enrolling, organizing, representative
Human Resources is the term for the relationships or benefits, they may
general public employed for the represent considerable authority. Enlisting
association in total - first used in the mid- pros find top ability and contract it.
1900s and then more commonly in the Experts in planning and enhancement
1960s. HRM is genuinely representative ensure that members are trained and have
management with a focus on such staff as nonstop success. This is accomplished by
company capital. Representatives are the preparation of plans, performance
referred to once in a while as human reviews and incentive programs (Mwaniki
capital in this particular case (Osibanjo & & Gathenya, 2015). Representative
Adeniji, 2012). The aim is to make viable partnerships handle employees' interests
use of staff, minimize risk and increase the when plans are disrupted, such as in
rate of profitability, as with different situations of badgering or separation, for
business resources. The advanced term for example. Someone produces
HR creativity, human resource compensation scales, family-leave
management, has been used more often projects, rebates and other incentives that
than the term, HRM, with the far-reaching employees will earn in benefits. Human
reception of broad and average companies Resources Generalists or colleagues are
and various programming associations to on the opposite side of the field. These
handle multiple HR capacities. specialists in human resources may work
in all regions or be agents working with
Management of human resources (HRM unionized members in working
or HR) is the main way to deal with the relationships.
viable management of association staff so
that they allow the organization to take the HRM is a consequence of the growth of
upper hand, generally known as the HR human relations in the mid-twentieth
Department, it is intended to improve century, when specialists began archiving
representative execution in the techniques in the critical management of a
management of the key goals of a business to build business esteem. At first
company. HR is essentially concerned it was dominated by value-based jobs,
with people's management within such as finance and benefits organization,
associations, focusing on agreements and but due to globalization, organizational
systems. HR divisions are responsible for solidification, mechanical developments,
overseeing the overview of representative and further research, HR concentrated on
benefits, employee registration, planning key activities such as mergers and
and improvement, implementation acquisitions, capacity management,
assessment, and delivery of employee progression management, modern and
benefits (managing pay and advantage work relationships, and decent variety and
frameworks). HR is often concerned with consideration from 2015 onwards.. Most
authoritative reform and mechanical companies concentrate on reducing staff
relationships, i.e. the compensation of turnover in the new worldwide workplace
hierarchical procedures with conditions and retaining the capability and
knowledge kept by their employees. New

enlisting entails a staggering cost and Lai, (1995) considers it to be an

poses the risk of a novice not having the instrument to cause enthusiasm among the
potential to replace the person who young for working with assembling
previously worked in a situation (Ekuma, industry. This was useful for the
2015). HR divisions endeavour to offer organization also, on the grounds that a
advantages that will engage labourers, in player who has invested hours in for all
this manner diminishing the danger of intents and purposes running a
losing corporate. manufacturing plant would perform better
in genuine terms as he is now comfortable
Gamification in HRM with the entire procedure. Presentation of
any new innovation or process includes
Organizations for the most part utilize chance (Simpson, 2015). Subsequently,
these gaming standards to strengthen arranging any amusement for HR process
client's and representatives' enthusiasm needs appropriate examination and
for a brand and develop their commitment. requires consistent checking. Scarcely any
In the present exceedingly aggressive focuses are to be considered before
condition each organization incorporates consolidating Gamification in HR
at least some Gamification innovation on process. Before we intend to incorporate
their entries. This might be profile rating, Gamification in any procedure of the
any commitment action, Loyalty organization, it is imperative to have clear
programs, wrapper amusement prizes, objectives regarding why we require
shrouded tokens, mimicked diversions, Gamification and what we need to gauge
representative of-the-month plans or accordingly. The components of
anything that necessities collaboration Gamification are generally responsible for
from the client or workers. The most Likes and offer. Be that as it may, here the
fundamental assignment of any HR essential thing to comprehend is the thing
specialist is sourcing ability and drawing that our definitive objective is i.e. on the
in workers in the organization (Hennigs, et off chance that we need to make a buzz or
al., 2013). They have to guarantee that it is for brand mindfulness or is it for
they have champions over the association. urging abilities to experience the vocation
For this they need to ensure that the destinations and investigate openings
hopeful’s abilities fit well with the (Joy,2017). At the point when
organization's necessity and culture. At Gamification is associated with HR, it
the point when Gamification is connected ought to move the possibility to connect
to the HR procedure, it brings a few with the association's vocation
advantages; the procedure of applicant destinations and internet based life profile.
end is substantially quicker as it enables The substance ought to be basic,
organizations to test particular aptitudes intelligent and engaging, yet should
like time management, inventive and dependably incorporate the standards of
creative reasoning and so forth. Gamification. Studies and page
Gamification's device, regularly known as evaluations are couple of precedents that
"genuine recreations", can possibly can be utilized to build the cooperation
uncover the at work execution of the level of the site. Additionally, the
competitor by giving him a re-enacted Gamification ought to be arranged in a
stage of the job.it additionally helps in way that it approached various hopefuls'
divulging real conduct and capacities of touch-point crosswise over various
the hopeful. Gamification is appealing and geological zone (Küpper, 2019). Including
came as an imaginative stage for the in Gamification produces information, in
organizations. It accordingly helps in type of execution in the amusement and
building up the brand as a pioneer in its input. The amusement must be outlined in
field, particularly among youth.

a way that it empowers the business to see the organization from the opposition. Data
more about the potential hopeful, or the innovation explore firm Gartner
player. This would help the business anticipated that more than 70% of Forbes
during the time spent disposal and now the Global 2000 associations will have no less
business is more educated about the chose than one gamified application by 2014,
ones too (Dicheva, 2015). The diversion with a conviction that 25% of everyday
ought to not just connect with the player business procedures will utilize parts of
or the hopeful, it must profit the HR Gamification (John, 2016).
specialist as well as must give the player
the bits of knowledge of the association. Gamification in Recruitment
Acquainting Gamification with the Sourcing talent and engaging workers in
profession site includes an abnormal state the company is the fundamental role of
of advancement and uniqueness, yet in its any recruiter. Those who need to ensure
chic personation associations think that they have leaders in the business. For this,
it’s hard to keep up long haul they need to ensure that the abilities of the
commitment. Greenhill (2014) said applicant fit up with the criteria and
"While Gamification helped for beginning culture of the company. Gamification
consideration, numerous organizations offers many advantages when applied to
think that it’s difficult to keep up long haul the recruiting process (Joy, 2017). The
commitment after the underlying removal of candidates is achieved at a
eagerness wears away". Along these lines much quicker rate as it helps businesses to
organizations need to make a genuine test unique skills such as time
amusement which animates long haul management, imaginative and innovative
commitment. One should recollect forget, thinking, etc. This allows the applicant to
"No two diversions are similar". grasp the data about the organization and
Organizations must approach enrolling practices while having fun. The
and determination based genuine Gamification tool has the ability to bring
diversions uniquely in contrast to the out the candidate's on-the-job success by
approach genuine amusements for other providing him with a virtual job platform
management forms like getting the hang (Joy, 2017).
of, preparing and improvement. There is
part of extension to diversion the Gamification preparation in
amusement; subsequently an incredible Recruitment
requirement for security emerges to make
genuine recreations for enlisting The implementation of any new
purposes(Dicheva,2015).While in technology or method entails significant
preparing condition if the player cheats, he risks. Therefore it requires careful
at last cheats himself as they are passing consideration and regular monitoring to
up on learning chances however with prepare any game for the recruitment
regards to contracting, if a player cheats, process. Before integrating gamification
the entire association is bamboozled. into the recruiting process, organizations
Gamification changes over the exhausting should take some measures.
and baffling undertaking of HR into a fun
component. Gamification encourages Consider the priorities: It is important to
bosses and HR specialists to make have specific objectives on why the
enthusiasm of qualified applicants in their business wants gamification and what
employment opportunities and they intend to evaluate as a consequence
organizations. Gamification lifts and before deciding to use Gamification in the
fabricates the business mark by separating phase of the organization. The elements of

Gamification, for example, are generally learning through the learning experience.
accountable. Share and Likes. Clarity over In addition, new technology and games
the end objective to be accomplished are growing in the field of learning instant
should be there. It involves building input from the multi-generational
awareness of a buzz or brand and inspiring workforce and space for growth
talent to go via the career pages and (Armstrong, 2018). Because of the
discuss possibilities. assumption that it helps and motivates
students, gamification often begins with
Engaging: It can inspire applicants to education and can therefore contribute to
connect with the company's job pages and improved learning processes and
social media accounts while integrating performance (Domínguez & Saenz-de-
Gamification into recruitment. The Navarrete, 2013).
content should be easy, interactive, and
enjoyable by sticking to the principles of The effect of Gamification on the
gamification. The site's engagement levels motivation and success of students is an
can be improved by the use of surveys and important topic, as there has been
page reviews. increased interest at the college level in
gamification. Well done gamification
Unveil the real candidate: As a result of provides the learner with opportunities to
participation in gamification, data collaborate and communicate with others
generation in the form of results in the and solve problems as well as gain
game and feedback takes place. An immediate performance feedback (Ferrell,
integrated process should be in place in the 2017). Technology advancements provide
game that helps the employer to learn businesses with increasingly creative
more about the potential candidate or the ways to motivate employee efficiency.
player. Although the role of extrinsic incentives
(for example, the design of pay-for-
Multiplayer Sports for Different performance contracts) is emphasized by
Approach conventional management control
systems, businesses are increasingly
Then incorporating gamification in seeking to increase intrinsic motivation.
recruiting, the employer should still note Gamification, which aims to make
the "o two games are alike" rule. learning fun in its own right, is one
Businesses must approach serious games example (Armstrong, 2016). Gamified
based on recruitment and selection training, on the other hand, can distract the
differently than they approach serious attention of employees from more
games for other management processes significant tasks. The literature has shown
such as learning, training and growth. some evidence that games for some people
can be "addictive".
Gamification & Training &
Development Gamification and Engagement &
Retention
Gamification is all about using game and Gamification may also be a strong
thought in non-game applications, and instrument for employee involvement and
recognition in the area of learning and participation in the work processes.
development is growing. The goal of Gamification is seen as a way of coping
gamification in learning and development with repetitive tasks and having a deeper
is to promote both enjoyment and meaning in the operations of the job.
commitment by capturing the attention of Knowing that game elements produce
learners and encouraging them to continue meaningful emotions, businesses may

induce the requisite behaviour and thereby analysis (variables '). Hypotheses include
improve the productivity of the employee the alternate and the null. In their
(Buell, Cai, & Sandino, 2019). Strong contextual positions, they must be viewed
work team ensures that workers perform as they are. This implies that the theories
their work effectively, easily and with the are strictly applicable to the relationships
requisite enthusiasm. Two primary tasks described. In line with their associated
of most employers are to build this team measurements, the variables have been
and establish favourable working defined and presented, thus concentrating
conditions. There are different ways of on their importance in the research sense.
involving workers, but first of all, The research approach proposed in this
knowing the idea of motivation and its research is based on three characteristics:
types is necessary (Ērgle & Ludviga, freedom, deductive logic and pioneering
2018). strategy (as opposed to inductive
reasoning) (Schechter, 2013). An
Methodology independent analysis allows the researcher
to pursue a degree of non-conformity with
The overall procedure brings the reader the convention, such as the strict
through this analysis approach. It is implementation of primary data collection
simply intended to provide a summary of laws, which prevents the respondent's
the entire technique chapter. The chapter transparency. The remaining chapter in
consists of structural elements in logical the methodology outlines the analysis
order, beginning with the analysis phase process and the analytical methods and
that describes the work flow. The techniques that this researcher adopted in
theoretical structure and definition of the report. Finally, the presentation of the
variables are followed by the method. The outcome was carried out with greater
above definition describes the variables emphasis on the qualitative findings
and then defines them in order to elucidate produced by quantitative analysis.
their respective functions in the overall

Literature Sample
Review Selection
Defining the Concept
Sample Structured
Design Questionnaire
Design
Data Data
Processing Collection
Data Analysis
Figure 01: Research Process
In this section, the innovation and Conceptual Framework

implementation elements of this approach
are illustrated. The study process begins The conceptual framework (Figure 02)
with the literature review, as per the above was developed by this researcher with a
diagram, which in turn is related to the view to illucidating the correlations
collection of population samples for the between variables and their impacts. The
survey and the sample. The term framework describes the three hypotheses.
description process is accompanied by H1 shows the independent variable
literature review and population sample “Recruitment and Selection” and the
collection. The idea definition stage is related dependent variable “HR
followed by the design of samples and the Gamifications”. H2 shows the correlation
formal design of questionnaires. Both data between Training and Development
collection and analysis are accompanied versus HR Gamifications. H3
by the latter step. It should be noted here demonstrates the relationship between
that the processing of data is carried out as “Engagement and retention” versus HR
a precursor to the analysis of data to Gamifications. Here the correlation is very
concentrate attention on the process of important.
classification as an integral aspect.

Independent Variables Defendant Variable
Recruitment and Selection
HR Gamification
Training and Development
Practices
Engagement and Retention
Figure 2: Conceptual Framework of the Study
Research Strategy
This research would follow the approach majority of the research currently
of exploratory research. Three elements available on the subject (Steyaert, 2011).
characterize the exploratory research
approach: Independence The research approach will be a ground-
 Deductive logic breaking endeavour by other studies
 Pioneering approach examining student achievement for
An autonomous methodology must be planning betterment. In other words, to
followed by the researcher, which generate some authoritative and initial
effectively means that the research conclusions, the study hypothesis of this
scientist has a greater degree of paper and the related methods are
independence to determine the choice of intertwined.
variables and their scope of application.
The researcher will thus follow a free style Research Design
of investigation that seeks to create
associations between a number of This technique for research comprised of
variables and between them (Steyaert, secondary analysis. In its course of
2011). analysis, the research adopts deductive
reasoning or logic. Deductive reasoning
In this research approach, deductive refers to the process of drawing concrete
inference or reasoning mechanism will be inferences from general concepts, as the
functionality driven. Didactic reasoning name suggests. In many other words, it is
would however be resisted when about drawing specific or particular
describing formative assessments. In other conclusions from general data. A research
words, the logical reasoning method can methodology like that has its own merits.
only determine the degree of validity The research effort, for example, may be
associated with the premises available directed and geared towards specific
regardless of the didactic existence of the results predefined by the researcher at the

beginning. The nature and presentation of apparatus for screening and choosing the
outcomes will also be analytical and applicants. Spotters and ability
descriptive (Goel, 2005). procurement experts are equipping their
diversion to win the war for ability. They
Discussion & Findings are always vigilant for new and
imaginative approaches to all the more
HR Gamification in Recruitment & likely draw in, connect with, and survey
Selection Initiatives potential hopefuls. One such aptitude that
they should learn is to coordinate most
Gamification is a methodology which has recent innovations with the employing
been conveyed to us by current procedure. Innovation is the driver of
innovation, and one which has been proficiency and exactness, and scouts
gathering steam in the previous couple of must not exclusively be proficient yet in
years. There has been a ton of discuss addition exceedingly viable at getting the
utilizing gamification in training, and also correct ability on board. A fascinating
dialect adapting, yet there are just a couple suggestion that enrollment specialists are
of models of it being utilized effectively in playing around with is the use of gaming
business. One region where gamification to the enlistment pipeline. So whenever
can be utilized to profit the two gatherings organizations toy with evaluating an
is enlistment. The enrollment specialists applicant by making him or her play an
name absence of right applicants as their amusement on the cell phone, don't be
most serious issue and some of them are shocked. Gamification in procuring and
beginning to utilize gamification as determination is the following enormous
methods for making a choice among the advancement.
hopefuls. For instance, there is an
organization called Knack, which, rather HR Gamification in Training &
than the standard exhausting meeting, Development
gives a diversion called "Wasabi Waiter",
where organizations need to assume a job Businesses regularly make competitors
of a server. Yet, while the amusement may step through short examinations (fitness,
look charming and fascinating, it was identity, and so on.) to decide the
really composed by a group of creators, aptitudes, job, and social fit. Regularly,
engineers, and also information and social extraordinary devices are required to
researchers. The diversion estimates the quantify every one of these fits. In any
responses, the manner in which case, a diversion is near a genuine
organizations act around the clients, portrayal of the working environment and
watches which territories of the screen the activity job. Since the applicant is
organizations contact the most, and an playing it "live in real life" it introduces an
entire cluster of different elements which open door for the assessor to assess
are critical to the organization whether the competitor fits the "live
organizations are applying with. Where employment". It resembles a trailer
potential representatives are required to depiction of the greater film, giving a
investigate a given district and press out more sensible evaluation of competitors'
however much vitality out of it as could be abilities and fitness. An organization that
expected by taking care of issues and a utilizations amusement in any of its
riddles. It was created as reenactment of procedures frequently gets open
the genuine armed force, allowing the consideration quick. Take the instance of
scouts to acquaint themselves with the the Google Code Jam, the gamified coding
armed force at their very own pace. challenge which backs up as an ability
However, it is likewise utilized an exploring instrument. Each geek would

endeavor to be a piece of this test and most ideal approach to approach the
accordingly opens up a channel to work onboarding procedure.
for Google. Ensure organizations share
that organizations are utilizing Conclusion
gamification via web-based networking
media and other manager marking The research explores the integration of
channels—it is probably going to interest human resources planning. Gamification
the capable competitor and make him/her is not about digitally procreating an
apply. Gamification is being viewed as the interactive or contract, it is related to the
go-to instrument for procuring as well as use of diversion elements and mechanics
for learning and improvement, to help an organization achieve employee
representative commitment, and worker engagement and other authority
maintenance. They can likewise be objectives. It is related to detailing HR and
utilized to impart a solid feeling of rivalry various procedures using best practice
and can be entwined into the prizes and thoughts from a variety of fields,
acknowledgment or wellbeing and health specifically fun and inspiration. In
motivation. The thought is to utilize addition, the use of gamification in HR
amusements to inspire wanted worker will also include one method to
practices, by outlining them in accordance associations to quantify this dedication
with the organization objectives and with growing weight for HR to include
qualities. esteem. HR gamification is related to
being company, intending activities to
HR Gamification in Engagement & achieve both player and company
Retention Strategies destinations and goals. With gamification
organisations, individuals are urged to
Gamification results in a swifter learning achieve a greater deal of what companies
process, more prominent learning need them to enhance. There are different
maintenance and enhanced conduct ways in which diversion concepts can be
alteration. Not far off, these mean more used in HR. Gamification can be used in
accomplishment for the organization, HR as templates to draw in, draft, prepare
frequently as expanded profitability, an (learn) and build, link with and keep
arrival of intrigue, representative devotion employees. The open doors for the use of
and consumer loyalty. A study done by the HR gamification extend a long way
Aberdeen Group demonstrated that beyond those we see here. And in addition
associations honing gamification saw a to understanding gamification by HR
48% change in representative experts to effectively establish
commitment (when contrasted with 28% gamification methodologies themselves,
with associations who did not execute having such an understanding would also
gamification), and a 36% change in be essential for these experts to enable
worker turnover (when contrasted with them to handle others (counting outside
25%). These considerable contrasts in offices) who create and operate
change point to the advantages of utilizing gamification phases to their advantage.
diversion like situations to persuade and
In the online environment, Gamification
empower workers. In a procuring situation
has gained a lot of consideration as an
that is progressively populated by twenty
approach to interacting with consumers
to thirty year olds—the vast majority of
and creating commitment. Although
which grew up playing computer games,
multiple cynics still fail to see how playing
and a significant number of which report
a diversion can have a real business effect,
low levels of representative
companies that have executed external
commitment—gamification might be the

gamification confronting consumers have and excited is essential for fostering

realized that there is much more to it than unwaveringness by all accounts. Workers
the eye meets. These ventures have a may also benefit essentially from
colossal capacity to encourage and gamification systems that create a
influence consumer behaviour. situation in which they feel perceived and
Gamification applies behaviour rousing remunerated for their achievements, like
techniques to non-amusement past wages and benefits While it is
environments from traditional and social difficult to understand how companies can
recreations. An effective gamification use gamification in deals to rouse
software really looks more like a execution or even in customer service
commitment program supercharged when administrations to improve fast, agreeable
it is expanded beyond emphasis, goals, every company's human resources
identifications, and pioneer sheets to help skill can also use gamification systems to
achieve real business goals. Completely, boost and reward members for achieving
consumers are not the only constituents of imperative tasks, but frequently every day.
every company for whom feeling drawn in
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Madhushani, JHRMP 2020, 5(1)
Impact of Training & Development and Supervisor Support on

Employee Retention in Selected Private Banks in Sri Lanka:
Moderating Role of Work Environment
P. S. Madhushani
Finance Manager, Maga Naguma Road Construction Equipment Company Private Limited
No 81/4, Nava Nuge Road, Peliyagoda, Sri Lanka
shanikamadhushani1990@gmail.com
Abstract: This research intended to examine the impact of training and development and
supervisor support on employee retention in Sri Lankan private sector banks. Moreover, the
current research also examines the moderating effect of the work environment on the
association among training and development, supervisors support, and employees’ retention.
Research on training and development and supervisor support and their effects such as
employee satisfaction, commitment, and retention have infrequently been conducted in
banking sector in Sri Lanka. Data were gathered on employees’ opinions about training and
development and supervisor support and their effects by a structured questionnaire. Sample
consisted of 150 executive level employees who are working in different departments of
branches in three private sector banks in Sri Lanka. Multiple Regressions, Cronbach alpha,
Pearson correlation coefficient and descriptive statistics were deployed for different analyzes
of this research. The conclusions of the research exposed that training and development and
supervisor support are significant predictors of employee retention. In the same way, the
findings also exposed that the work environment moderated the association among training
and development, supervisors support, and employees’ retention. Finally, the implications,
limitations and recommendations for further research were discussed.
Keywords: Employee Retention, Supervisor Support, Training and Development, Work

Environment
Background of the Study excellent ways to advance their industry

routine and accomplishments by mounting
The banking segment in SrikLanka and implementing innovative workplace
haskplayed aksignificant rolekin the applications that improve an unrelenting
country’s economy. Inkmodern days, the degree of employment satisfaction. On the
banking industry has experienced other hand, human resources are accepted
substantial fluctuations in scope and the as a significant tool to enhance consumer
features of its environmental contentment, customer trustworthiness
surroundings. Technological and customer maintenance. Human
improvements, improved rivalry, the resources are considered as the most
opening out of economic activities, as well imperative assets of an institution,
as the rising multiplicity of consumer nevertheless very few institutions are
needs have contributed to boost the scope capable enough to entirely control their
of banks’ services (Al-Jarrah, 2012). In prospective in a favorable way (Ahmed &
this case, to survive in the dynamic and Schroeder, 2002). Also, human resources
chaotic environment the banking sector are the main driver that ensures the
must extensively focus on its human effective and efficient exploitation of
resources. resources to realize institutional goals and
objectives. Human Resource Management
In the present era, the greater part of practices are the enablers of Human
organizations is looking for the most Resource Management. There are several

important Human Resource Management achieve organizationalkgoals. Adopting

practices that should enhance the thepfinest training andkdevelopment and
smoothness of the organization’s business supervisor support practices is mutually
strategy. Previous researchers defined the beneficial for worker and establishment,
greatest imperative extents of Human and it provides an important contribution
Resource Management, including job to the productive progress of the
design, collaboration, recruitment, institution (Jeet and Sayeeduzzafar, 2014).
training, career management, performance
evaluation, compensation and supervisory According to Edgar and Geare (2005),
support (Shahraki et al., 2011; Walia & they have explained that the working
Bajaj, 2012; environment denotes the providing of a
Saba,f2011;gSohailh&jDelin,j2013). noble and harmless place to work in. The
Therefore, many researchers have work environment can be considered as
emphasized that factors which influence employees’
trainingkandkdevelopmentkandksupervis choices to continue employment within
orksupport are cresting impacts onhthe the institution (Zeytinoglu and Denton,
employeefretention. (Edger & Geare, 2005). The work environment has a
2005; Walia & Bajaj, 2012; Saba, 2011, tendency to have confident or undesirable
Sohail & Delin, 2013). influences on particular job outcomes,
such as participation, obligation and the
Employeegretentioneiska method objective to continue employment within
bykwhich staffskarekencouragedkto stick the institute (Ollukkaran et al., 2012).
tokthe institute and this concept is Simply we can categorize all factors
mutually gainful for both the employees which impact the methods of employee
and the institution (Akila, 2012). performs their duties and tasks. Also the
Humankresourceskarekthekmost quality of the employee’s work place
important assets in service organizations environment heavily influences on the
like banks. Hence, the banks need to degree of employee inspiration and
address their human resources efficiently subsequent performance.
and effectively to achieve the competitive
advantages. In contemporary business era, It has been noted, from previous studies,
employee retention is measured as a most that most researches have focused on the
debated area because with the highest significance of employee retention but
work pressure most of the organizations have not comprehensively focused
are experiencing employee turnover. onktraining andkdevelopment
Hence, employee retention will be a key andksupervisor supportkon
important area in relation to the employeekretention. As per Asma etkal,
competitive advantage. As per Mahmood (2015), trainingkand developmentkand
and Zafar, (2016) holding a large number vocational expansion chances have a
of capable employees within an boundless and substantial affirmative
organization will offer an important association between employee retention.
source of competitive superiority for an Hence, it is suggested that organizations
institution. Presently, most organizations must concentrate on training and
compete with each other through development for reducing the employee
employing distinctive trainingkand turnover intention. Also, Bodjrenou et al.,
developmentkand supervisorksupport (2016) revealed that institutional culture,
applications and as akresult of training and development, autonomy,
globalization institutions can employ the supervision and leadership have impact on
best conversant employee retention. As per Kyndt et al.,
trainingkandkdevelopment and (2009) there is an encouraging association
supervisorksupport practices in orderkto

among the learning perception and work Objectives of the Study

atmosphere and employee retention.
Thekobjectiveskof the research cankbe
When it comes to the Asian context, only identified askfollows:
a few studies havekbeen performed to
ascertain thekinfluence ofktraining  To determine the impact of training
andkdevelopment andksupervisor support and development on employee
on employeekretention. (Asma Z. et al, retention in selected private banks
2015; Akila R, 2012; SinhakC. andkSinha in Sri Lanka.
R., 2012; Wijesiri et al., 2018). But the  To determine the impact of
present researcher couldn’t find any supervisor support onkemployee
research which is directly linking with the retentionkin selectedkprivate
impacts ofktraining andkdevelopment bankskin SrikLanka.
andksupervisor support onkemployee  Tokidentifykthe moderating role
retention, andkwork environmentkas the ofkthe workkenvironment
moderating factor in relation to the betweenktraining andkdevelopment
banking sector. andkemployee retentionkin selected
privatekbanks inkSri Lanka.
Hence, the researcher identified the  Tokidentify thekmoderating role of
research gap inkthe bankingkindustry, Sri the work environment between
Lankakin relation tokthe trainingkand supervisor support and employee
development, supervisor support retention in selected private banks in
andkemployee retention. Further, the Sri Lanka.
researcher has emphasized the importance
of human resources to the service Significance of the Study
industry. Since the superiority of the
service is depending on the quality of the The banking industry is the heart of every
human resources of the institution, service economy. In the present technological era,
institutions must extensively focus on customers are well equipped with
their human resources and the retention of information. Hence, banks always need to
skilled employees. Hence, the researcher have a greatkcustomer
has chosen the banking industry which is relationshipkmanagement andkkeep
mostly affected by the quality level of the thekcustomer comingkback. Since the
human resources. The activities of the small numbers of studies that have taken
banking industry are always linked with place in relation to explain the influence of
the word called “relationship”. Here trainingkand developmentkand
relationship indicates to the connection supervisorksupport onkemployee
among the banking staff and the client. As retentionkand the moderatingkrole ofkthe
per the literature, very few researchers workkenvironment inkthe
have addressed the effect of training and bankingkindustry inkSri Lanka, this study
development and supervisor support on would bekhelpful toktake thekdecisions
employee retention considering the work within the Sri Lankan banking segment.
environment as a moderating variablekin The conclusions of this investigation
thekbanking cluster inkSri Lanka. Hence, would be helpful to make managerial
thiskresearch aims to sealkthis decisions and also will enhance the
gapkrecognized under thekliterature competitive position of the organization.
inkrelation to thekbanking industrykin Further, the findings of the study could be
SrikLanka. relevant to the government banks as well
as other industries.

The findings will help to enlighten the for staff member and organization
literature in trainingkand development, (Heathfield, 2012). Quartey (2012)
supervisorksupport, employeekretention describes training and development as a
and thekmoderating rolekof the work prearranged learning agenda intended at
environment. Furthermore, findings of the distribution of experience with the staffs
study will indicate whether the regarding the culture of the organization.
trainingkand developmentkpractices, The practice of training and development
supervisorksupport practices andkwork varies from the required job skill level and
environment practices could be applied to the required workplace skill level and is
develop the employeekretention intended at developing staffs’ leadership
inkprivate bankingksector. talents, their inventive attitudes and
conflicts resolving abilities (Quartey,
Literature Review 2012). Martin (2003) stated that an
institution that offers training to advance
With the intention to demonstrating the its existing employees’ capability and
fundamental hypothetical and practical talents effortlessly manages to hold its
basis in place of this research, this section employees. Further, Winterton (2004)
describes the literature on trainingkand discussed thatkinability tokfinance in
development, supervisor support and trainingkand developmentkmay possibly
workkenvironment and its influence cause tokpoorer degrees of employee
onkemployee retention. This has been retention. Training and development
done over a wide spread examination of normally associates facilitating employees
books, articles and web pages. the knowledgekand skillskmandatory
tokperform a specific work or assignment
Training and Development (Werner & DeSimone, 2006),
improveskskills, knowledge, abilitieskand
Trainingkand developmentkcould be capabilitieskand inkthe long run employee
identified as a most vital attributes that is performance and productivity in
very crucial in enabling not only the level organizations (Cole, 2002).
of productivity but also the expansion of
staffs in any organization. Training and development of staffs is
obvious for organizations that seek to
Training and development denotes a advance and continue competitiveness in
methodical expansion of knowledge, the emerging business surroundings. In
skills and attitudes essential for staffs to the uncontrolled business setting
complete a prearranged duty or work organizations are mandatory to act in
effectively (Olaniyan and Ojo, 2008). order to stay competitive, and one
Further, they stated that training technique of doing so is via employee
programs enhance employees’ training and development (Lyons, 2008).
productivity, proficient progress, and
smooth and highly effective institution’s Thekkey purposes ofktraining and
processes also the same study discloses developmentkare tokadvance thekabilities
that training has a vigorous role in the ofkthe apprentice, creation of goals for
accomplishment of an institution as it diverse requirements and means of
offers the employees a chance to grow accomplishing it. The training objective is
their capabilities. Training and more imperative because it concludes the
development requires the pre-organized design and content of the training
training and improvement agendas for programme. As per Sari (2009) the
staffs, both as individuals or groups, by purposes of conducting training agendas
the solitary drive of advantaging equally for staffs is to train the staffs concerning
organizational rule books, mission and to

delivers technological improvement, inspiration and holding of

information/knowledge to their competent employees (Lee, 2005;
responsibilities to perform their duties Bigliardi et al., 2005). As per the Putter
successfully, and to eliminate all the (2013), the help could be in ways of
limitations of work. Jacobs and expressive, influential, and together helps
Washington (2003) mentioned that which are delivered earlier and
investing inkthe trainingkand subsequently to the training program.
developmentkof employeeskis Provision of feedback also considered as a
ankeffective plan to develop a competitive type of supervisorksupport (van derkKlink
human resource pool. Training and et al., 2001). Since feedbackkis
development increase success of quality comparatively considered askan element
project, reduce project failures and ofksupervisorksupport, the
deficiencies, reduce staff turnover, supervisorkrecognizes parts of staffs
minimizes supervision, and enable requires to enhance in the future, inspiring
progress, larger competencies to convey employees to adhere the training agenda,
more project and variations in employees and assist staffs to execute the erudite
behavior and prepare the employee for talents after completing their job.
future job requirements (Nel et al., 2004) .
Supervision can be incredibly gratifying
Supervisor Support when rightly applied and unfavorable
when it incorrectly applied. Hence, the
Thekconcept called supervisorksupport is adequate attention must be given to the
expressed as supervisors value the factors affecting effective supervisor
employee’s involvement and contribution support. Supervisors who are over
to the organization and wants them to be controlling can unintentionally hold up the
happy. Supervisors are the representatives work flow by imposing even the easiest
of the organization who evaluate assignment to have supervisor’s approval.
employees’ performance and are An uncontrolled management style also
responsible for the management. can be a problem. Because, when
According to previous studies (Rhoades supervisors are not involved or not
and Eisenberger, 2002; Tan, 2008; Putter, available, there will not be any one to
2013) it has been identified that supervisor direct or guide the employees. Hence,
support is the focal point and that it can be attention must be given to have a balance
influenced to organizational outcomes as between the point where there is no
well. Since, the present work context is control and to the point where there is over
more complex due to a technology-driven control.
environment, adequate support from the
supervisor must be received by the Work Environment
employee to continue his/her work
without any stress. Among the previous scholars who have
done studies regarding the work
Supervisorksupport identifies as environment, Edgar and Grace are the
theksupervisors’ behaviour inksupporting leading scholars. According to Edgar and
staffkto exhibit thekabilities, Geare (2005) the working environment
understanding, and attitudes gather from represents the providing of an excellent
the training procedure (Rhoades and quality and secure station to work in.
Eisenberger, 2002). As per Tan (2008) Further, as per Shalley et al., (2010) each
explained that supervisor support as and every organization should feel the
interactive associations amongst superior necessity of making an inspiring work
and subordinate in the institution. environment to assist employees
Providing of said help is crucial for completely utilize their competencies.

Following are some of the attributes of systems, actions, applications, ethics and
work environment explained by previous viewpoints. Management team has the
researchers. influence over the institutional
atmosphere. Performance measurement
 Supervisor help, upgrading positions, scheme where employees are
association with colleagues, common recompensed on numbers, hence
work surroundings (Richards, employees would have slightly lesser
O’Brien,et. al., 2005) concern in supporting those employees
 Societal support (Haggins,2011) who are trying to advance excellence in
 Supposed organizational support quality. Hence, problems of the
(Casper, et. al., 2002) institutional surroundings limit the
 Contribution in decision making employee’s efficiency.
(Subramaniam & Mia,k2001)
Employee Retention
Moreover, Briner, (2000) identified the
work environment as an extremely wide Thekcrisis ofklower employeekretention
character that consists of the material is not aknew concept to organizations and
surroundings (e.g. heat, tools etc.), it has constantly been a challenge for
structures of the duty (e.g. workload, job employers. As per Singhkand Dixit
complication), vast intuitional (2011), employee retentionkdenotes
characteristics (e.g. traditions, the past tokthe diverse approaches andkprocedures
records) and also characteristics of the whichkcreate reasons for staffs to stay
additional intuitional surroundings (e.g. within an institute for a lengthier time
local labor market circumstances, industry period. Similarly, as per Hom (1995),
segment, work-home relations). employeekretention iska procedurekvia
Opperman (2002) describes work whichkworkers arekconvinced to
environment as comprising with three continuektheir employment in the
core secondary environments. Those are, institution for longer periods. According
the technicalkenvironment, the human to Zineldin (2010) employee retention can
environment and the organizational be seen as a responsibility to keep on
environment. Technical environment doing duties on a permanent basis.
denotes tools, equipment, technical
infrastructure andkother physicalkor Agrela, et al., (2008) mentioned
technical fundamentals. thekrequirement tokconsider onkthe
Thektechnological aspectskthat affect retentionkwhich leads
environmentkgenerates essentials tokenlargement and
thatkfacilitate staffs tokexecute their own successkofkinstitutions. Most researchers
jobkresponsibilities. Thekhuman indicate that tendencies re define
environmentkdenotes fellows, other contemporary retention tactics move from
people with whom workers communicate, the conventional pay and remuneration
group and job teams, communicational packages (Kyndt et al., 2009) and
problems, the direction style and the compensation (Feldman 2000, Kyndtket
administration style. This environment is al.,k2009) embracing employee
planned and prearranged in such a motivation (Thomas, 2000; Kyndtket
technique that gives confidence by casual al.,k2009),kas onekof the mainkaspects to
relations in the employment surrounding accommodate thekvariety and extended
that will generate the chance to distribute continuity ofkthe staff inkthe institute.
knowledge and swap thoughts can be Retentionkaspects integratingkthe
improved. This will be the foundation to requirements andkrequirements of
accomplish the utmost efficiency. workerskat anykage category improve
Institutional environment consists of degreeskof personal jobksatisfaction,

constancy, andkdedication training and development agenda was an

(BoomerkAuthority,k2009; Kyndt investment for the present whereas the
etkal.,k2009). Cunningham (2002) benefits will be harvested in the future.
andkKyndt et al.,k(2009) mention Kyndtket al., (2009) exposed thatktraining
thatkworkers rank their appreciation, has akprospective tokalter the
flexibility and training as main concerns turnoverkfeelings and iskan imperative
for long term service, whereas Walker aspect thatksupports inkcreating
(2001) and Kyndt et al., (2009) stated as thekintention ofkturnover. Thosekworkers
scheduling a helpful education and that arekgreatly devoted tokthe
functioning background for worker organization haveklesser
retention. Additionally, professional turnoverkfeelings. Trainingskprimarily
growth (BoomerkAuthority, 2009), convey connection between dedication
institutional dedication and retention. Abdulkadir et al., (2012)
(PatrickkOwens,k2006), communiqué have measured trainingkas ankinvestment,
(Gopinath & Becker,k2000) and the institution accepts thekentire expenses
supervisor subordinate bond (Zengeret al., ofktraining staffkwhich ultimately
2000) the aspects recognized for the perform askan investorkand anticipate
lengthened stay of the workforce in the akreplication in the shapekof dedication
institute. andkretention of staff. Barringer, (2005)
prepared a comparison of fast- growth and
Previous Studies of slow growth firms, he established that
TrainingkandkDevelopmentkon fast-growth firms utilized training of staff
EmployeekRetention to attain their objectives and put additional
importance on development of staff to a
Trainingkand developmentksupports to considerably higher degree than their
enrich the workers’ degrees of dedication slow-growth counterparts. These
and trustworthiness, resulting workers to contributions by authors illustrate that
continue the employment for a lengthier training is certainly connected to
period of time with the institute, thus it occupational satisfaction and staff
reduces turnoverkand increases retention retention.
(Samuelkand Chipunza, 2009). As per
Forgacsk(2009) and Parékand Similarly, Martin, (2003) also stated that
Trembleyk(2007) training and an institute that offers training to develop
development is considered as imperative its existing staffs’ capability and talents
constituents of HRM activities that effortlessly manages to hold its staff. In
manipulate workers’ degree of job the same way, Lee and Bruvold, (2003)
satisfaction, which in return, may established an important connection
influence employees choice on continuing among trainingkand developmentkand
employment with the institution. In the employeeskretention. Alternatively,
same way, the social exchange theory Hainesket al., (2010) argued thatktraining
(Blau, 1964) excessively confirms this and developmentkpossibly diminish
concept. As per the research findings it employeekretention; bykdeveloping
can be decided that when an institute theirktalents which possibly create they
grants adequate training and development further desirable to other institutes.
chances, their staff are better satisfied, and Likewise, Battket al., (2002) alsokclaimed
thus continue their employment with the that trainingkand development doesknot
institution for a lengthier period of time. certainly control staffs’ retention.
Ramu (2006) presented in his research that Therefore, as per these explanations itkis
designing and implementing an effective obviouskthat therekis nokcomprehensible

clarification concerning thekcharacters As per Bigliardi et al., (2005) and Lee

ofkthe association among trainingkand (2004) providing supervisor support must
employee retentionkdegrees, askvarious assist encouraging thoughts to the
researches havekconcluded incompatible institution in a broad way, as managers
conclusions. Therefore, owing to the perform as representatives of the
contradictory outcomes and absence of an institution. At the occasion where the
obvious justification of the association’s association among workers and managers
nature, extra examination is required to is distinguished by responsibility,
understand well the association among confidence, long term direction and social
training and employee retention. and psychological initiatives, the workers
recognize their managers help as a societal
Previous Studies of Supervisor exchange concept (Dysvikk& Kuvaas,
Support on Employee 2012; Eisenbergerket al., 2002).
Retention Therefore, if workers are cared for
satisfactorily by their employers,
Thisksection intends to elaborate the employees pay organization back with
previous researchers’ findings in relation enhanced thoughts and activities
to the linkage among supervisor support (Meyerkand Allen, 1991). Ahmadket al.,
and employee retention. k (2016) also emphasize that ifkworkers are
given sufficient assistance from their
Trainingkandkdevelopment programmes managers; employees will display positive
cannot be real in the absence of conduct to their institute reciprocally.
background that helps them. Any effectual Experimental researches have exposed
agenda is required to have powerful help thatksupervisor supportkhas a steady,
from top level management, and they are encouraging connection withkdedication
required to act as encouraging replicas to and retention (Walumbwaket al., 2005).
lower level employees (Zenger et al., As per the conclusions of Price and
2000). Supervisors assign on a fresh task Muller, (1986), employee retention is
when an institute concerning of employee probable to be improved by supervisor
improvement. Supervisors should turn as support. Equally, Silbert, (2005) criticized
instructors to assist employees handle thatkcapable workforce have numerous
their occupation and assist their growth prospects to get a better occupation,
attempts. Supervisors should essentially workspace or designation in another
participate for a seminar identified place; hence, to keep these skilled
“Managing Career Development” to get workers, institutions must make a
supervisors ready to perform with workers welcoming surroundings which
beneath their occupational scheduling encourages supervisorksupport.
scheme (O’Herron and Simonsen, 1995). Furthermore, Tuzunkand Kalemci, (2013)
Instructing staff is important in assisting alsokincited that supervisor
employee accomplishes their objectives, supportkcertainly affects
at the same time it is significant for employeekretention. Although, whilst
supervisors to prove that they concern. It researching commercial bank staff in
is an insubstantial encouragement that Bangladesh, Billah, (2009) highlighted
could create huge variations in worker that there is an insignificant association
motivation (Moses, 2000). As per the among supervisory support and workers’
Ellettet et al., (2007)k“supportive, quality choices to continue employment.
supervision”kand “leadership that values Moreover, Abeysekera, (2007) pointed
employees” impact positively on out that there is insignificant association
retention. among supervisor supportkand

employeeskretention in thekSri makes responsibilities to reciprocate

Lankankenvironment. (Raihan, 2012). On the other hand,
experiential outcomes on the effects of
Therefore, as per the above explained HRMkpractices (i.e., training
literature it is determined that andkdevelopment and
comprehensible explanation is not supervisorksupport) on employees’
available in relation to the character of the retention show varied results.
association among supervisor support and (Abeysekera, 2007; Billah, 2009;
employee retention. Additionally, due to Dockelet al.,k2006; Hainesket al.,k2010;
the contradictory outcomes propose a Hatton and Emerson, 1998; Lee et al.,
more comprehensive investigation of this 2006). As perkthe conflictingkconclusions
association is needed. ofkprevious researches, thekwork
environmentkwill be included aska
Previous Studies of the Moderating moderatorkfor the association among
Role of Work Environment trainingkandkdevelopment, supervisor
between Training and support, andkemployee retentionkin
Development, Supervisor Support thekpresent research.
and Employee Retention
Furthermore, theksocial exchangektheory
This section elaborates the previous (Blau, 1964) as well confirmskthis
researchers’ findings about the observable fact bykdiscussing
moderating role of workkenvironment thatkpersons andkestablishments arrive
between trainingkand development, intokinterchange relationshipskin
supervisor supportkand whichkthe establishment ofkshared
employeekretention. benefitskmakes responsibilities to
reciprocate. At the time when the
The work environment iskan imperative organization offers an appropriate work
aspect that affects worker dedication and environment the workers will bind to pay
retention (Umamaheswarikand Krishnan, back in the way of faithfulness and stay
2016; Zeytinogluket al., 2005). Thekwork with the organization (Setton et al., 1996)
environmentkhas aktendency to have
positive or adverse influences on Academic explorations have been
particular work outcomes, such as concentrated on factors that positively
contribution, dedication and idea to impact employee retention. According to
continue the employment with those findings trainingkand
thekinstitution (Ollukkaranket al., 2012). developmentkand supervisorksupport
As perkMangi etkal.,k(2011) an excellent haveka significant association with
quality work environment, for instance, a employee retention. Further this research
good-looking and fresh environment, also determines the moderation impact
motivates staffs to do their duties further ofkwork environmentkon the association
efficiently and is anticipated to have an among training and development,
encouraging influence onkthe supervisor support and employee
retentionkand obligation ofkthe workers. retention.
As per the social exchange theory (Blau,
1964) appropriate training, development Methodology
and supervisor support, structured by an
organization must hypothetically be Thisksection elaborates akwide-ranging
competent to improve employee retention reportage ofkthe researchkmethodology.
levels, as persons and establishments Additionally, thisksection clarifies
arrive into interchange relationships in research design that outlines the
which the establishment of shared benefits application of different researchkmethods

usedkin thiskstudy. Furthermore, one where data gathering is completed on

thekchapter deals with populationkand one occasion orkover akperiod of
samplingkof the research, datakcollection, severalkdays or weekskor monthskwhile
validity andkreliability of the instruments, longitudinalkstudy wherekdata
methods ofkmeasurements. gatheringkis completed inkseveral
occasions (Sekaran, 2014). Hence, the
Research Design naturekof the current study was cross
sectional.
This section briefly discusses
researchkdesign steps, typeskof Unit of Analysis
thekstudy, naturekof the study, research
settingkand time ofkthe studykare The unitkof analysiskdenotes to
elaboratedkin the researchkdesign. thekdegree ofkcombination of
thekinformation throughout succeeding
Types of the Study: analysiskand this is directly relating to the
research question. It may be individuals,
The purpose of this study is to identify the dyads (two persons, bi-directional
influence of training and development and interaction) and group (more than two
supervisor support on employee retention persons, multi-directional interaction).
among the nominated private banks in Forkthis researchkunit ofkanalysis
Colombo district, Sri Lanka. Further, the iskindividual: selected executive level
research will analyze the moderatingkrole officers who are working in designated
of workkenvironment. Therefore, private banks inkColombo DistrictkSri
thiskstudy needs to establish the Lanka.k
association among the independent
variables (Training and development and Research Method
supervisor support) and dependent
variable (Employee retention) and a This section consists with population,
moderating variable (Work environment). sample, data collection, andkthe
In view of that, the type of analytical datakanalysis approaches will
investigation was used. bekdiscussing through thisksegment.
Research Setting: Population and Sampling:
According to Opatha, (2003) the study is Thekpopulation ofkthis study consists of

either artificial or natural. Natural research all executiveklevel employeeskin selected
setting may be either field study or field private banks inkColombo district,
experiment while artificial setting is a lab SrikLanka. There are around 200
experience. This study was the field executiveklevel employeeskworking in
research, which was conducted in a threekselected private bankskin
natural setting where effects happen Colombokdistrict. Hence, for this
usually. Hence, the study was not carried study150 respondents were randomly
out in any non-natural background. selected.
Time of the Study: Data Collection:
As Opatha, (2003) stated there are two The questionnaire technique was used to
types of research study based on time gather data from executiveklevel
horizon, called askcross- employee inkselected privatekbanks
sectionalkresearch and longitudinal inkColombo District, Sri Lanka. Since,
research. The cross-sectional research is they are very busy people at working time

that was the easiest method of gathering frequencykdistribution analysis

data fromkrespondents.kThe secrecy of waskmade forkall variables. (Employee
thekrespondents waskconcerned tokbe retention, trainingkandkdevelopment,
highly critical. Hence, thekquestionnaire supervisorksupport andkwork
technique waskthe merely probable environment).kThe frequency distribution
technique ofkcollecting morekconsistent was shown through
data at the same time ensuring the secrecy histogramskandkresults are construed by
ofkthekrespondents. consideringkthe skewnesskand the
Kurtosiskof the distributions.
Thekquestionnaire waskintended
tokmeasure four variablesktraining Bivariate Analysis:
andkdevelopment, supervisorksupport,
workkenvironment andkemployee The research model contains the four
retentionkof banks. variables. Those are, employee retention,
supervisor support, training and
Method of Data Analysis and development and work environment.
Evaluation: According to conceptual model,
employeekretention is
The statistical analysis was performed on dependentkvariable, supervisorksupport
the information gathered to test objectives and trainingkandkdevelopment are the
and the hypotheses which have been independentkvariables and
formulated in previously in chapter one. workkenvironment is the
Therefore, both descriptive and moderatingkvariable. Bivariate analysis
correlation analysis approaches were was applied to conclude whether there is
occupied to analyze the data. The software any association among aforesaid
of SPSS 24.0 was applied to analyze the variables. So, the below-mentioned
present data and produce valuable statistical methods were carefully chosen
findings. to perform the above explained bivariate
analysis.
Univariate Analysis:
a) Correlationkanalysis
All variableskin thekresearch
modelkwereinvestigated via Thekcorrelationkanalysis waskapplied to
descriptivekstatistic technique. That quantify thekextent andkthe association
specifies transformation of basickdata among thekbelow-mentioned
intoka method ofkinformation which combinations of variables.
iskuseful to comprehend andkinterpret.
The descriptive analysis depicts the  Employee retention and supervisor
profile of executiveklevel employeeskin support
selectedkprivatekbanks  Employeekretention andktraining
inkColombokDistrict, SrikLanka. The andkdevelopment
computation of mean, maximum,  Employee retention
minimum, frequency distribution, and andkworkkenvironmentk
standard deviations are the best collective
ways of briefing the data gathered from b) Simplekregressionkanalysis
respondents. Firstly, personal features
ofkthe respondentskwere examined by Theksimple regressionkanalysis was
adopting frequencykdistribution. applied to conclude the practical
Thekfrequency plotskfor all items were association among the below-
articulated in percentagekand shownkin mentioned dependent variable and
tableskand diagrams.kThe independent variables.

 Employee retention askthe As per the outcome ofksimple

dependentkvariable and supervisor regressionkanalysis, training and
support askthe independentkvariable developmentkwas established tokhave
 Employee retention as positivekinfluence on employee retention
thekdependentkvariable and withkthe strengthkof b valuekof 0.568.
trainingkand development askthe Therefore, training and development can
independentkvariable be concluded as a predictorkof
employeekretention.
c) Multiple regression analysis
Discoursing theklevel ofktraining and
The multiple regressionkanalysis development ofkthe respondentskin
waskapplied to conclude the theksample (executive officers), itkwas
practical association among the established thatkthey haveka moderate
below-mentioned dependent levelkof training and development
variable, independentkvariables and withkthe meankvalue of 3.1400
moderating variable. andkstandard deviationkof 0.96259.
Consequently, itkwas established
 Employeekretention askthe thatkexecutive officers in selectedkprivate
dependentkvariable, supervisor bankskin Colombokdistrict in SrikLanka
support askthe independentkvariable were neither satisfied nor dissatisfied with
and work environment askthe theirktraining
moderatingkvariable.k
andkdevelopmentkpractices.
 Employee retention askthe
dependentkvariable, training As per thekoutcomes of bothktests the
andkdevelopment as nullkhypothesiskis rejected. Moreover,
thekindependent variable and kthe alternativekhypothesis iskaccepted.
workkenvironment askthe Therefore, thekdata supported
moderatingkvariable. thekhypothesis and indicated thatkthere
iskpositive significant influencekof
Discussion and Findings training and developmentkon employee
This study inspected the effect of retention of executivekofficers in
supervisork support andktraining selectedkprivate banks inkColombo
andkdevelopment onkemployeekretention district, SrikLanka.
among executive officers inkselected
Further, the findingskof thiskresearch in
private bankskin ColombokDistrict,
relation to thekinfluence of trainingkand
SrikLanka.
developmentkon employee retention
Discussion of the Impact of Training havekexposed aksignificant positive
and Development on Employee associationamong aforesaid two variables.
Retention k This conclusion is in line with the
conclusions of previous researches
It was found thatkthere iska (Martin, 2003; Lee and Bruvold, 2003).
positivekrelationship among trainingkand This recommended that if institutions
developmentkand employeekretention of deliver satisfactory training programs and
executive officers inkselected be concerned about their staffs, it ensures
privatekbanks inkColombo district, the staffs continue their employment for
SrikLanka. The correlation among lengthier periods of time and improves
supervisorksupport and employees’ retention rate. The
employeekretention was 0.568 which are conclusions were further reinforced by
significantkat thek0.01 level. social exchange theory which elaborates
that if staffs are given appropriate training

by an institute, employees are highly Further, the finding of this research with
gratified and sense compelled to pay back respect to the influence of supervisor
this via employees’ positive attitudes, support on employee retention is in
faithfulness and commitment. agreement with the outcomes of earlier
researches (Clear & Dickson,
Discussion of the Impact of Supervisor 2005;Walumbwa etal., 2005). It
Support on Employee Retention elaborates that when employee receives
sufficienthelp from their supervisors,
It was found that there is positive
employees decide to continue within the
association among supervisor support and institute for a lengthier period. The social
employee retention of executive officers exchange theory also supported these
in selected private banks in Colombo
conclusions by explaining that
district, Sri Lanka. Thekcorrelation
ifinstitutionsdeliver satisfactory help from
amongksupervisor support and
their supervisors, in return the staffs will
employeekretention was 0.624 which
be further loyal and will continue the
areksignificant atkthe 0.01 level. K employment withkthe organizations forka
As per thekoutcome ofksimple lengthierkperiod ofktime.
regressionkanalysis, supervisor support
waskestablished tokhave
Discussion of the Moderating
positivekinfluence onkemployee retention Impact of Work Environment on
withkthe strength ofkb valuekof 0.624. the Relationship between Training
Therefore, supervisor support can be and Development and Employee
concluded aska predictorkof employee Retention
retention. K
According to thekresults ofkmultiple
Discoursing theklevel ofksupervisor andkhierarchical regression (Process by
support ofkthe respondentskin theksample Andrew F. Hayes) models, it was found
(executive officers), itkwas established thatkthe workkenvironment
thatkthey haveka moderateklevel moderateskthe association among
ofksupervisor support withkthe trainingkand developmentkand employee
meankvalue of 3.3022 andkstandard retentionkof executive officers in
deviationkof 0.80114. Consequently, selectedkprivate bankskin
itkwas established thatkexecutive officers Colombokdistrict, SrikLanka. K
inkselected privatekbanks in
Colombokdistrict in SrikLanka were Further, results confirmed that after
neither satisfied nor dissatisfied with their incorporating a workkenvironment aska
supervisor support practices. moderatingkvariable to the model, the
model explained more variance than just
As per the outcomeskof both testskthe null incorporating training and development
hypothesiskis rejected. Moreover, the alone. R squared change was 0.082, with
alternativekhypothesis iskaccepted. the p value = 0.000 indicating thatkthere is
Therefore, thekdata supported potentiallyksignificant moderationkby
thekhypothesis and indicated thatkthere work environmentkon the association
iskpositive significant influence among employeekretention and
ofksupervisor supportkon employee trainingkand development. K
retention ofkexecutive officers
inkselected private banks inkColombo Also, the interaction plot generated for the
district, SrikLanka. model showed an enhancing effect that as
workkenvironment andktraining
andkdevelopment increased,
employeekretention increased.

Moreover, these finding are in line with workkenvironment on the association

the previous scholars’ opinions in between employeekretention and
relationkthe moderatingkrole ofkwork supervisor support.
environmentkon the association among
trainingkand developmentkand Also, the interaction plot generated for
employeekretention. (Umamaheswari and the model showed an enhancing effect that
Krishnan, 2016; Ollukkaran et al., 2012). as work environment and supervisor
Hence, it can be concluded that support increased, employee retention
institutions must be concerned on making increased.
helpful work environments to retain
capable employees in the institutions for Moreover, these conclusions arekin
lengthier period. Accordingly, it is linekwith thekconclusions of
concluded thatkthe workkenvironment previouskresearches. (Kyndt et al., 2009;
has a vitalkrole in inspiringkand holding Irshad, 2000). Further, if an institution
thekstaffs andkspecifies thatkwhen offers a greatly encouraging work
executive officers getka reasonable environment, where the staffs experience
earnings, andksupport from highly indomitable, has an advanced
thekinstitutionkby providingkthem with levelkof employeekretention thankthose
akfavorable workkenvironment, thiskall whokhave an unfavorable
benefits tokimprovekthe dedicationklevel workkenvironment.
ofkthe employees.
Conclusion
Discussion of the Moderating
Impact of Work Environment This study involves bridge the theoretical
gap identified in relation to the effectkof
onkthe Relationshipkbetween
trainingkand developmentkand
SupervisorkSupport and supervisorksupport onkemployee
EmployeekRetentionk retentionkwithin the banking industrykin
As per thekoutcomes ofkmultiple SrikLanka.
andkhierarchical regression (a Process by
Thekresearch problemkaddressed under
Andrew F. Hayes) models, it was found
this studykwas “Do training and
thatkthe workkenvironment
development and supervisor support
moderateskthe associationkamong
impact on employee retention and work
supervisorksupport and
environment moderates the identified
employeekretention of executive
impact in selected private banks in Sri
officerskin selectedkprivate bankskin
Lanka?”
Colombokdistrict, SrikLanka.
The summary of the conclusions in
Further, results confirmed that after
relation to each and every objective can be
incorporating a work environment as a
summarized as follows.
moderating variable to the model, the
model explained more variance than just
incorporating supervisor support alone. R
square change was 0.062, with the p value
= 0.000 indicatingkthat therekis
potentiallyksignificantkmoderation by

Table 1: Summary of the Hypotheses
Stdk Tk Pk
No Hypotheses Beta Decision
Error Statistic Value
H1k Therekis a positivekimpact of 0.568 0.068 8.391 0.000 Supported
training andkdevelopment on
employeekretention inkselected
private banks inkSri Lanka. k
H2k Therekis a positivekimpact of 0.624 0.064 9.709 0.000 Supported

supervisorksupport on employee
retentionkin selectedkprivate
banks inkSri Lanka. k
H3k Thekwork environmentkwill 0.499 0.065 7.615 0.000 Supported

moderatekthekrelationship
betweenktrainingkand
developmentkandkemployee
retention. k
H4k Thekworkkenvironmentkwill 0.592 0.062 9.599 0.000 Supported

moderatekthekrelationship
betweenksupervisor support and
employeekretention. k
Source: Survey data, 2020
To Determine the Impact of Training their retention rate. The conclusions were
and Development on Employee also reinforced by social exchange theory
Retention in Selected Private Banks in which elaborates that ifstaffs are given
Sri Lanka appropriate training from an institute,
employees are highly satisfied and sense
As per the summary of the hypotheses compelled to pay back this via employees’
shown inkTable1, the final conclusion positive attitudes, faithfulness and
was, there is a positive impact of training commitment.
and development on employee retention in
selected private banks in Sri Lanka. To Determine the Impact of Supervisor
Further, the findings of this research in Support on Employee Retention in
relation to the influence of trainingkand Selected Private Banks in Sri Lankak
developmentkon employee retention
havekdiscoveredka significantkpositive As per the summary of the hypotheses
associationkamong aforesaid two shown in Table 1 the final conclusion was,
variables. This conclusion is in line with therekis a positivekeffect ofksupervisor
the conclusions of earlier researches supportkon employeekretention
(Martin, 2003; Lee and Bruvold, 2003). inkselected privatekbanks inkSri Lanka.
This recommended that when institutions Further, thekfinding of thiskresearchwith
deliver satisfactory training agendas and respect tokthe influencekof
be concerned regarding their staffs, it supervisorksupport onkemployee
ensures the employees continue for retentionkis in agreement withkthe
lengthier periods of time and improves outcomes of earlier researches (Clear and

Dickson 2005; Walumbwa et al., 2005). It To Identify the Moderating Role of

elaborates that when employee receives Work Environment between
sufficient help from their supervisors, they Supervisor Support and Employee
decide to continue within the institution Retention in Selected Private Banks in
for a lengthier period of time. The social Sri Lanka
exchange theory also supported these
conclusions by explaining that As perkthe summary of thekhypotheses
ifinstitutionskdeliver satisfactory support shown in Table 1 the final conclusion was,
from their supervisors, in return the staffs the workkenvironment will
will be further loyal and will continue moderatekthekrelationship among
employment withkthe organizations for supervisor support and
aklengthier periodkof time. employeekretention. Moreover,
saidconclusions are aligned with the
To Identify the Moderating Role of conclusions of previous researches (Kyndt
Work Environment between Training et al., 2009; Irshad, 2000). If an institution
and Development and Employee that offers a greatly encouraging work
Retention in Selected Private Banks in environment, where the staff experience
Sri Lanka highly determined, has an advanced
degree of employee retention rather
As per theksummary of thekhypotheses
shown in Table 1 the final conclusion was, than those who have an
the workkenvironment willkmoderate the unfavorable work environment.
associationkamong trainingkand
development andkemployeekretention in Contribution of the Study
selectedkprivate bankskin SrikLanka.
A key academiccontribution of the current
Moreover, these finding are in line with
research is the application ofkwork
the previous scholars’ opinions in relation
environment aska moderating variablekto
the moderatingkrole of
further clarify and comprehend the
workkenvironment on the
association among training and
associationkamong trainingkand
development, supervisors support, and
developmentkand employeekretention.
employee retention. Moreover, the
(Umamaheswari and Krishnan, 2016;
conclusions of this research have
Ollukkaran et al., 2012). Hence, it can be
contributed to the knowledge and
concluded that institutions must be
literature on employee retention,
concerned on making helpful work
supervisor support, training and
surroundings to retain capable staff in the
development and work environment. The
institutions for lengthier periods of time.
conclusions established the idea
Accordingly, it meanskthat thekwork
thatktraining andkdevelopment
environmentkhas a vital role in inspiring
andksupervisor supportkare extremely
and holding the staff and specifies that if
significantkin improving
executive officers get a reasonable pay,
employeekretention rateskin private
andbacking from theinstitution
banks, which screening the applied
bykproviding themkwith a favorable
significance of this research for the human
workkatmosphere, this all benefits to
resource managers and strategic teams of
improve the dedication level of the
the private banks.
employees.

Limitations and Future Research employeekretention of otherkgrade

Directions employees as well. The study was limited
to selected three private banks within the
The study was narrowed to selected three banking industry in Sri Lanka.
private banks withinkthe Henceforth, the future studies could be
bankingkindustry in SrikLanka. Hence done by expanding the case study area to
thekfuture researchkcould be done by government and semi-government sector
expanding the case study area to the in addition to different
government and semi-government sector geographicklocalities. As well as this
as well as to different research focuses only on the influence of
geographiclocalities. As well as this three selected factors (trainingkand
studykfocuses onlykon the impactkof development, supervisorksupport
three selected factors (trainingkand andkwork environment) onkemployee
development, supervisor support and retention in selected privatekbanks in
workkenvironment) onkemployee SrikLanka. Further, thiskstudy has chosen
retentionkin selected privatekbanks in only thekexecutive level employees for
SrikLanka. Further, thiskstudy has chosen the survey and future research could be
only thekexecutive level employees for arranged tokinvestigatekthe aspects of
the survey and future research could be influencing to employee retention of other
arranged to investigate the grade employees as well.
aspectskinfluencing to
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JHRMP | Volume 5 | Issue 1 | June 2020

Extrinsic Factors Influencing Job Performance of Engineering Staff

Retention of Medical Officers in Preventive Health Sector in Sri

Gamification in Human Resource Management

Impact of Training and Development and Supervisor Support on

Standing Committee on Applied Research and Knowledge Centre

Chartered Institute of Personnel Management Sri Lanka (Inc.)

© Chartered Institute of Personnel Management Sri Lanka (Inc.)

Published in January, 2021

Chartered Institute of Personnel Management Sri Lanka (Inc.)

Relationship between High Performance Work Practices and 01

Extrinsic Factors Influencing Job Performance of Engineering 27

Retention of Medical Officers in Preventive Health Sector in 36

Gamification in Human Resource Management 44

Impact of Training & Development and Supervisor Support 58

We welcome any suggestions for improvement in the Journal.

Wish you happy reading!

Prof. Prasadini Gamage

Relationship between High Performance Work Practices and Job

P. D. Karunarathne1 and Prasadini Gamage2

Keywords: High Performance Work Practices, Job Satisfaction, Employee Motivation

Introduction To cope up with this rapid growth and

Journal of Human Resource Management Perspectives 2020 | Volume 5 | Issue 1 | Page 1

Journal of Human Resource Management Perspectives 2020 | Volume 5 | Issue 1 | Page 2

High Performance Work Practices understood. According to Schlesinger and

Journal of Human Resource Management Perspectives 2020 | Volume 5 | Issue 1 | Page 3

Table 1: Labor Turnover Summary of Past Three Years

Literature Review When considering models pertaining to

Journal of Human Resource Management Perspectives 2020 | Volume 5 | Issue 1 | Page 4

Employee Motivation theory. For this current research, content

Journal of Human Resource Management Perspectives 2020 | Volume 5 | Issue 1 | Page 5

results indicated a 15% increase in considered. They are profit sharing,

Batt (2002), Ferreira et al. (2012), Guest et al. (2004),Hartog

Journal of Human Resource Management Perspectives 2020 | Volume 5 | Issue 1 | Page 6

Impact of High Hassan et al., Training, All the three

Source: Authors, 2018

Variables/ Dimensions Conclusions/

Journal of Human Resource Management Perspectives 2020 | Volume 5 | Issue 1 | Page 7

Variables/ Dimensions Conclusions/

Source: Authors, 2018

High-performance Karatepe (2015) Training, HPWPs effects job

Employee Longzeng et al., HPWPs positively

Source: Authors, 2018

Conceptual Framework namely profit sharing, flexible work

Journal of Human Resource Management Perspectives 2020 | Volume 5 | Issue 1 | Page 8

Figure 01: Conceptual Framework

Development of Hypotheses H3: There is a positive relationship

Journal of Human Resource Management Perspectives 2020 | Volume 5 | Issue 1 | Page 9

this research is identified as individuals. Data Analysis

Figure 2: Association between HPWPs & Job Satisfaction

Journal of Human Resource Management Perspectives 2020 | Volume 5 | Issue 1 | Page 10

Table 7: Correlation between HPWPs & Job Satisfaction

Source: Analyzed data, 2018

Journal of Human Resource Management Perspectives 2020 | Volume 5 | Issue 1 | Page 11

Association between HPWPs and Employee Motivation

Figure 3: Association between HPWPs & Employee motivation

Source: Analyzed data, 2018

Table 8: Correlation between HPWPs & Motivation

Source: Analyzed data, 2018

Journal of Human Resource Management Perspectives 2020 | Volume 5 | Issue 1 | Page 12

Association between employee motivation and job satisfaction

Figure 4: Association between Employee Motivation & Job Satisfaction

Source: Analyzed data, 2018

Journal of Human Resource Management Perspectives 2020 | Volume 5 | Issue 1 | Page 13