Collaborative Research Conference

Branding Beyond Benefits: How Agile Values Strengthen Employee Retention in The It Industry

Thu, 01 Jan 2026 00:00:00 GMT

Branding Beyond Benefits: How Agile Values Strengthen Employee Retention in The It Industry Shamini, S.; Thasika, T.; Mayuran, L. Background: Employee retention persists as a significant challenge within the information technology (IT) sector of Sri Lanka, where the competition for proficient professionals alongside global mobility consistently contributes to elevated turnover rates. Analysing the factors that motivate employees to stay is crucial for maintaining productivity and innovation. Objective: Accordingly, this study has two main objectives they are firstly, to examine the effect of employer branding on employee retention, and secondly, to investigate the moderating role of agile values in this relationship within the Sri Lankan IT sector. Anchored in SelfDetermination Theory, this research identifies the impact of employer branding on employee retention and evaluates the moderating influence of agile values on this association. Methodology: A quantitative, cross-sectional methodology was utilized, involving data gathered from 210 IT professionals employed in technology firms located in Colombo via a structured questionnaire. The reliability and validity of the measures were confirmed through Cronbach’s alpha, composite reliability (CR), and average variance extracted (AVE). The analysis was executed using SPSS (version 24), employing hierarchical regression modelling to assess the proposed relationships. Key Findings: The findings indicated that employer brand exerts a significant positive effect on employee retention (β = 0.61, p < 0.001), suggesting that a strong and credible employer image plays a pivotal role in retaining IT Professionals. Furthermore, Agile values showcased a substantial direct influence on employee retention (β = 0.45, p < 0.01) as well as a positive moderating effect on the relationship between employer brand and employee retention (β = 0.28, p < 0.05), indicating that agile-oriented work environments strengthen the retention benefits derived from employer branding. Conclusion/ Implication: These results broaden the theoretical framework of SDT by elucidating how agile values satisfy psychological needs that amplify the effect of employer branding on retention. In practical terms, IT organizations in Sri Lanka have the potential to fortify employee loyalty and mitigate turnover by aligning their branding strategies with agile principles, thereby cultivating a collaborative, transparent, and purpose-oriented work culture that enhances intrinsic motivation and organizational commitment.

Employer Brand Perception and Turnover Intention: The Mediating Role of Trust in Leaders in Sri Lanka’s It Sector

Thu, 01 Jan 2026 00:00:00 GMT

Employer Brand Perception and Turnover Intention: The Mediating Role of Trust in Leaders in Sri Lanka’s It Sector Thasika, T.; Mayuran, L. Background: Employer branding plays a critical role in retaining skilled professionals in Sri Lanka’s rapidly expanding IT sector. This study examines how employees’ perceptions of their employer brand (EBP) influence their turnover intentions (TI), with a focus on the mediating role of trust in leaders. Objective: Grounded in social exchange theory, the study argues that when employees perceive their organization as a strong employer brand, they are more likely to develop trust in their leaders, which in turn reduces their intention to leave. Methodology: A quantitative, deductive research design was employed, and data were collected using a convenience sampling method from 310 IT professionals working in software development, cybersecurity, and network administration roles across Colombo and Jaffna districts. Established scales were used to measure EBP, trust in leaders, and TI. The data were analyzed using SPSS and regression based on Baron and Kenny’s (1986) four-step mediation procedure. Key Findings: Results revealed that EBP had a significant negative effect on TI (β = –0.278, p < 0.01) and a significant positive effect on trust in leaders (β = 0.521, p < 0.001). Moreover, trust in leaders partially mediated the relationship between EBP and TI (indirect effect β = – 0.134, 95% CI [–0.223, –0.056]), suggesting that employees’ trust strengthens the retention impact of a positive employer brand. Conclusion/ Implication: The study underscores the importance of cultivating trustworthy leadership and strong employer branding strategies to retain talent in Sri Lanka’s IT industry. However, the reliance on self-reported data and a cross-sectional design limits causal generalization. Future studies could adopt longitudinal approaches and examine sectoral differences in employer branding effects.

Employer Brand Experience and Organizational Citizenship Behaviour: Mediating Role of Employee Engagement In Sri Lankan Banking Sector

Thu, 01 Jan 2026 00:00:00 GMT

Employer Brand Experience and Organizational Citizenship Behaviour: Mediating Role of Employee Engagement In Sri Lankan Banking Sector Sreepriya, S.; Thasika, T.; Mayuran, L. Background: Attracting top talent is a critical concern in the banking sector, making employer branding a strategic priority for organizations. Banking employees’ perceptions of their organization’s employer brand play a crucial role in shaping their work behaviors. The present study examines the impact of employer brand experience (EBE) and organizational citizenship behavior (OCB), with a focus on the mediating role of employee engagement (EE). Objective: Grounded in the Job Demands–Resources (JD–R) model, this study aims to examine whether favorable employer brand experiences function as a critical job resource that enhances employee engagement, which in turn fosters higher levels of organizational citizenship behaviors. Methodology: Data were collected through convenience sampling from 375 employees working in Sri Lanka’s banking sector. Structural equation modeling and bootstrapping analyses were employed to test the hypotheses. Key Findings: The results indicate that EBE positively influences both EE (β = 0.656, p < 0.001) and OCB (β = 0.631, p < 0.001), while EE also significantly predicts OCB (β = 0.592, p < 0.001). The mediation analysis confirmed that EE partially mediates the relationship between EBE and OCB (indirect effect = 0.393, p < 0.001). Conclusion/ Implication: These findings validate the assumption that when employees experience a positive and trustworthy employer brand, reflected through compensation, training, work–life balance, and corporate social responsibility, they reciprocate through increased engagement and discretionary behaviors. The study extends employer branding literature by linking brand experience with OCB and provides managerial insights for strengthening employee relationships. However, as the research is limited to the Sri Lankan banking sector and based on self-reported data, future studies should explore cross-sectoral and longitudinal approaches.

Student Experiential Learning in Digital Marketing Education: A Participatory Action Research Approach

Thu, 01 Jan 2026 00:00:00 GMT

Student Experiential Learning in Digital Marketing Education: A Participatory Action Research Approach Jayasinghe, J.M.T.D.N. Background: Digital marketing education now requires learning methods that go beyond classroom teaching. Students need real-life experience to connect theory with practice. Participatory Action Research (PAR) provides a collaborative approach where students can work directly with small and medium-sized enterprises (SMEs) and actively take part in solving real digital marketing problems. Objective: This study aims to show how experiential learning in digital marketing can be achieved through Participatory Action Research. It focuses on engaging undergraduate students in planning, implementing, reviewing, and improving digital marketing activities for SMEs. Methodology: The study used a Participatory Action Research (PAR) approach based on repeated cycles of planning, action, observation, and reflection. The main focus was a PAR-based digital marketing project carried out by undergraduate marketing students, lecturers, and industry partners in Sri Lanka. Students worked on real digital marketing projects, including branding and digital support for Inpa Pillayar Veg Restaurant, Mr. Perfect Salon, and Pathmasala Yoga Studio. They also participated in professional digital marketing training with the Asia Chartered Institute of Digital Marketing (ACIDM), managed the Pure Mind Facebook page to promote mental wellness, and took part in student-led advertising competitions to increase engagement on the University of Jaffna Department of Marketing’s social media page. Data were collected from project outputs, student reflection logs, observations, and digital performance measures such as reach, engagement, and content effectiveness. Key Findings: The study found that using PAR in digital marketing education led to several positive outcomes. First, SMEs showed clear improvements in their online visibility, content quality, and customer engagement. Second, students developed strong practical skills in content creation, social media strategy, data analysis, teamwork, and problem-solving. Third, collaboration between the university and industry partners became stronger. Students also gained greater confidence and were better prepared for professional work. Conclusion and Implications: The study concludes that Participatory Action Research is an effective teaching approach for experiential learning in digital marketing education. It successfully combines student learning with the digital development of SMEs through collaborative action. This approach offers a practical and repeatable model for educators and supports sustainable, research-based digital marketing solutions for small businesses.