Behavior of e-HRM adoption: empirical evidence form organizations in developing context

Based on Theory of planned behavior (TPB) and diffusion of innovation theory (DIT), present study developed and empirically tested the integrated model of organizational e-HRM adoption. The model consists of four contextual variables such as innovation, individual, organizational and environmental. Data were collected from 212 firms in Sri Lanka by means self-administered questionnaire. Structural model was tested using Partial Least Square. Results indicate that innovation characteristics (relative advantage and compatibility), environmental characteristics (competition), organizational characteristics (top management support) significantly explain the organizational e-HRM adoption intention. Further, financial resource and top management support significantly determine the extent of operational e-HRM adoption. Moreover, IT expertise is significantly explained the extent of relational and transformational e-HRM adoption

Managerial career plateaue : determinants, consequences and coping strategies

During last decade managers who were practicing in different industries in Sri Lanka, have struggled with having less promotional opportunities. This initially leads them to become plateaued with their career. This study applied the theory from career management literature to examine factors significantly influenced to employees’ perception of being subjectively plateaued and objectively plateaued. Additionally, this study aims to identify the relationship between career plateauing and its implication toward job satisfaction, organizational commitment, intention to quit and job induced stress. Further, coping strategies for effectively dealing with career plateauing scenarios were discussed from individual and organizational perspectives. Results indicate that objective career plateauing was influenced by age, educational level, lack of training opportunities, lack of promotional opportunities, high employees’ value for family obligation. Furthermore, gender, business strategies, supervisory and peer support, employees’ motivation to learn and role ambiguity were related to subjective career plateauing. Considering career plateauing consequences, this study found that job satisfactions and intention to quit were significantly related to both forms of career plateauing. The study analyzed to some extent, possible individual and organizational level coping strategies to mitigate the adverse impact of the career plateauing. Finally, implications and suggestions for future research are provided