http://drr.vau.ac.lk/handle/123456789/246 Tue, 28 Apr 2026 20:29:49 GMT 2026-04-28T20:29:49Z http://drr.vau.ac.lk/handle/123456789/2050 Suspending disbelief at work: theoretical foundations and implications for human resource management Vivek, R.; Ithrees, A. G. I. M. The concept of suspension of disbelief, originally rooted in literary and aesthetic theory, has increasingly gained relevance across psychology, education, philosophy, and organizational studies. In organizational contexts, employees are frequently required to engage with abstract systems, symbolic practices, narratives, and technologically mediated experiences that demand a temporary acceptance of uncertainty, incompleteness, or constructed realities. Human Resource Management (HRM), as a function deeply involved in shaping employee experiences, learning, and meaning-making, implicitly relies on this mechanism. This review paper synthesizes the theoretical foundations of suspension of disbelief and critically examines its implications for HRM. Drawing on literature from literary theory, cognitive psychology, learning sciences, and organizational studies, the paper conceptualizes suspension of disbelief as a cognitive–emotional mechanism that enables participation, engagement, trust, and learning in HR practices. Implications for recruitment, training and development, digital HRM, and organizational change are discussed, and directions for future HRM research are proposed. Thu, 01 Jan 2026 00:00:00 GMT http://drr.vau.ac.lk/handle/123456789/2050 2026-01-01T00:00:00Z http://drr.vau.ac.lk/handle/123456789/2046 Human Resource Management Practices and Firm Innovation: An Empirical Study in Sri Lankan SMEs Mathushan, P.; Shantha, A. In the modern business world, organisations are confronting a severe competitive and unceasingly changing condition. In this context, innovation has gained significant popularity in management and entrepreneurship literature as vital in reaping competitive advantage. Thus, organisational practitioners are in the quest to better encourage and organise innovation within their firms to warrant sustainable competitive advantage. However, how to promote innovation within organisations remains obscure and paradoxical. The past literature shows that human resource management practices are the antecedents of firm innovation. Therefore, studies are investigating the role of human resource management in facilitating firm innovation. Nevertheless, empirical evidence remains inconsistent, and theory is fragmented. Notably, the link between human resource management and innovation in Sri Lanka echoes several unresolved aspects. Since scant empirical research has addressed those relationships in developing country contexts, this study explicitly investigates the relationship between human resource management practices and firm innovation in Sri Lankan SMEs. Data were marshalled through a self-reported questionnaire with 214 Sri Lankan SMEs. As a caveat, the reliability and validity of the variables were confirmed. The hypotheses were tested with statistical software, PLS-SEM (Partial Least Squares Structural Equation Modeling). The study revealed that recruitment and selection, training and development, and performance appraisal significantly impact firm innovation. However, compensation and reward systems positively impact product innovation, not process innovation, and this study found a negative impact of compensation and reward systems on administrative innovation. The study contributed to the extant human resource management and innovation literature in many ways discussed at the end of the paper. On an equal footing, practical implications for HR managers, practitioners and employees were lucidly discussed. The present becomes a springboard for future scholarly works. Mon, 01 Jan 2024 00:00:00 GMT http://drr.vau.ac.lk/handle/123456789/2046 2024-01-01T00:00:00Z http://drr.vau.ac.lk/handle/123456789/2045 The Evolution of Humorous Leadership: Mapping Intellectual Structures and Research Frontiers Mathushan, P.; Opatha, H.H.D.N.P.; Nirojan, J.; Kengatharan, N. Humour in leadership has emerged as a significant factor influencing employee wellbeing and organisational success. Despite growing interest among scholars and practitioners, research in this field has remained fragmented. To advance systematic understanding, this study conducted a bibliometric analysis of 134 publications on humour in leadership from 2014 to 2024 using VOSviewer. The analysis highlights leading authors, institutions, highly cited works, and publishing nations. Results indicate that humour in leadership is a growing yet still nascent area of inquiry, with four major research clusters identified: Workplace Dynamics and Employee Well-being, Ethical and Behavioural Dimensions, Psychological and Risk Management Aspects, and Practical Management and Organisational Wellness. The findings provide a structured overview of emerging trends and thematic developments, offering valuable insights for future research and practical applications in leadership studies. Wed, 01 Jan 2025 00:00:00 GMT http://drr.vau.ac.lk/handle/123456789/2045 2025-01-01T00:00:00Z http://drr.vau.ac.lk/handle/123456789/2044 The State Of Employee Engagement Research: Current Trends And Future Directions From The Bibliometric Lens Mathushan, P.; Gamage, A.S.; Nanthagopan, Y.; Kengatharan, N. Employee engagement has emerged as a prominent focus in organisational research due to its substantial influence on productivity and organisational effectiveness. Despite the breadth of existing literature, notable gaps remain in understanding the multidimensional nature of engagement across diverse organisational contexts. This study aims to (1) analyse publication trends and the temporal evolution of employee engagement research, (2) identify influential authors, institutions, and countries, (3) map dominant research themes and intellectual structures, and (4) highlight emerging issues and future research directions. Using a bibliometric approach, this study systematically examines employee engagement scholarship published between 2014 and 2024. Guided by the Job Demands–Resources (JD-R) model, the findings underscore the central role of leadership, organisational culture, and sustainable practices in shaping engagement outcomes. Emerging themes— including digital transformation, gig-economy dynamics, and cross-cultural variations—reflect the evolving complexity of engagement in modern workplaces. A key limitation of this study is its reliance on a single database (Lens.org), which may restrict the breadth of retrieved publications. Future research should incorporate multiple databases, employ mixed-methods reviews, and conduct longitudinal or cross-cultural empirical studies to deepen insights into engagement’s antecedents and consequences. This study provides a robust platform for advancing theory and practice in employee engagement. Thu, 01 Jan 2026 00:00:00 GMT http://drr.vau.ac.lk/handle/123456789/2044 2026-01-01T00:00:00Z