People & Organizations

The Sri Lankan economic crisis from 2022 to present has created severe challenges for organizations, not just financially but in managing their people. Rising inflation, business closures, and workforce migration have forced companies to rethink how they attract, manage, and retain employees. This situation highlights how HR principles and organizational practices must adapt to external pressures in a global and uncertain environment. HR strategies in Sri Lankan organizations have moved from growth-oriented strategies to survival-oriented strategies. Organizations in Sri Lanka have resorted to various strategies such as reduction in workforce, salary changes, and changing jobs to cut down on expenses and ensure organizational survival. These strategies match very well with Contingency Theory, which states that HR strategies need to be adapted in accordance with external organizational conditions and not in a general way (Donaldson, 2001). For example, organizations in the  apparel ...

Artificial Intelligence (AI) is reshaping Human Resource Management, particularly within Sri Lanka’s hospitality industry, where efficiency and service quality are critical. From automated CV screening to predictive workforce analytics, AI enables faster, data-driven decisions. However, a key concern remains: does faster decision-making lead to better or fairer outcomes? In a people-centric sector like hospitality, this issue is especially important. While AI improves efficiency, it also introduces risks related to bias, transparency, and employee trust. The Technology Acceptance Model (TAM) and Equity Theory offer useful frameworks to critically evaluate these developments. The Technology Acceptance Model (TAM) suggests that technology adoption depends on perceived usefulness and ease of use (Davis, 1989). In Sri Lanka’s hospitality sector particularly among large hotels and resorts, AI tools are increasingly adopted for recruitment and workforce management due to their ability t...

Covid-19 pandemic fundamentally transformed organizational operations, pushing work from home into global norm. As organizations adopt hybrid and fully remote models, HRM faces challenges in maintaining productivity, engagement and organizational culture. Understanding this dynamic through established HRM theories are essential for effective post pandemic workforce management.  Remote work can both enhance and hinder productivity depending on management approaches. According to the Self-Determination theory, employees perform better when autonomy, competence, and relatedness are fulfilled (Deci & Ryan, 2000). Remote work increases freedom, allowing employees to manage schedules and tasks, which can enhance performance. However, lack of supervision may reduce accountability. This point aligns with McGregor’s Theory X and Theory Y. If organizations applying Theory Y assumptions (trusting employees) report higher productivity in remote setups, while Theory X-based organizations st...