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http://archive.cmb.ac.lk:8080/xmlui/handle/70130/9
2024-02-09T12:42:49ZWhat not to do: (In) justice enactment in handling sexual harassment complaints.
http://archive.cmb.ac.lk:8080/xmlui/handle/70130/6808
Title: What not to do: (In) justice enactment in handling sexual harassment complaints.
Authors: Adikaram, Arosha S.; Kailasapathy, Pavithra
Abstract: This article aims to explore and identify how Human Resource Professionals (HRPs) act unfairly/unjustly in handling complaints of sexual harassment by applying the principles of organizational justice theory. Following qualitative research methodology, 35 HRPs from 30 companies in Sri Lanka were interviewed. The findings indicated the numerous ways that procedural, distributive, and interactional injustices take place in handling complaints of sexual harassment. Under procedural injustice, it was found that HRPs sometimes took judgmental and biased actions and decisions, dismissed complaints due to lack of evidence, over relied on evidence, gave the responsibility of finding evidence to the complainant, and mandated an initial written complaint to proceed with the handling of the complaint. Under distributive injustice, the HRPs sometimes have not taken any action against the perpetrators, taken unfair, unethical, and biased actions that were not consistent with the severity of the sexually harassing behavior, had asked the perpetrators to resign rather than terminate their services and taken action against the complainant in the pretext of protecting them or resolving the situation. Breaching the interactional justice, HRPs, at times, appear to have not treated employees with respect and care and had not provided sufficient information to the parties of the complaints. These unfair/unjust practices point towards the pitfalls that HRPs knowingly or unknowingly encounter, which will help HRPs to avoid them and thereby handle sexual harassment complaints fairly.2022-01-01T00:00:00ZPrevention of sexual harassment in Organisations: Evidence from Sri Lanka.
http://archive.cmb.ac.lk:8080/xmlui/handle/70130/6466
Title: Prevention of sexual harassment in Organisations: Evidence from Sri Lanka.
Authors: Adikaram, Arosha S.; Kailasapathy, Pavithra
Abstract: The aim of this paper is to present a framework that elucidates what Human Resource Professionals
(HRPs) can do in practice to prevent sexual harassment in Sri Lankan companies through the
experiences and successful practices of over 30 Sri Lankan companies. Using a qualitative
approach, we interviewed 35 human resource professionals from 30 organisations in Sri Lanka.
The Theory of Planned Behaviour is used as the theoretical lens of the study. Findings indicate
numerous primary and auxiliary strategies and practices organisations use to prevent the
occurrence of sexual harassment. The primary strategies include policies and procedures, effective
complaint handling and communication and training. Auxiliary strategies include culture of
respect, top management who lead by example, recruitment of the right people, protective
measures and knowledgeable and capable HRPs. The findings move beyond the commonly
discussed preventive strategies that are mainly discussed in the Western context and present a more
context specific uncommon strategies that can be used in combination to successfully prevent
sexual harassment. This framework will further assist in understanding the actual practices
companies engage in to prevent sexual harassment and identify the drawbacks in some of the
practices as well.2021-01-01T00:00:00ZGender (in) equality in South Asia: problems, prospects and pathways
http://archive.cmb.ac.lk:8080/xmlui/handle/70130/6465
Title: Gender (in) equality in South Asia: problems, prospects and pathways
Authors: Strachan, G.; Adikaram, Arosha S.; Kailasapathy, Pavithra
Abstract: This paper is the guest editorial for this Special Issue on Gender (In)equality in South Asia of the South Asian Journal of Human Resources Management. This paper offers a perspective on the gender (in)equality issues as well as prospects in South Asia. The paper examines equalities and inequalities in national and regional labour markets, national legislative frameworks and within companies and organisations and recognises that women themselves are a heterogeneous group. Further, we introduce the papers included in this special issue representing India, Sri Lanka and Pakistan.2015-01-01T00:00:00ZEmployee engagement through HRM practices: The impact of organizational support and individual differences
http://archive.cmb.ac.lk:8080/xmlui/handle/70130/6464
Title: Employee engagement through HRM practices: The impact of organizational support and individual differences
Authors: De Silva, M.; Kailasapathy, Pavithra
Abstract: The social exchange theory (SET) has been used to explain employee engagement through rule of reciprocity. Reciprocity would influence employees to engage in work by responding to the economic and socioemotional resources provided by the organization. However, SET does not adequately explain why the degree of these reciprocal exchanges would vary among individuals resulting in varying levels of engagement, even within the same organizational context. This theoretical paper aims to address this lacuna by exploring the conditions under which organizational human resource management (HRM) practices would lead to high levels of engagement. Accordingly, the paper postulates that perceived organizational support (POS) will mediate the relationship between HRM practices and employee engagement. Further, based on the dualistic exchange structure of relations and contractual governance, it suggests that the norm of reciprocity and self-efficacy will moderate the relationship between POS and employee engagement. This highlights the individual difference–conditions under which reciprocal exchange is most likely to occur. The main theoretical contributions of the paper is that it integrates two forms of reciprocity within the same conceptualization, expands the boundary conditions of the organizational support theory (OST) by better positioning POS as a mediator within the HRM –engagement relationship. This also extends previous research where POS was mainly focused on as an antecedent of engagement. Further, the paper integrates two forms of reciprocity within the same conceptualization, and through the moderating effect of norm of reciprocity and self-efficacy.2016-01-01T00:00:00Z