Contrasting HRM Approaches: Anura Kumara Dissanayake vs. Gotabaya Rajapaksa in Shaping Sri Lanka's Public Sector
Introduction
Politically
speaking, the work of the new President of the government is very important to
provide services to the public in a country, and the way he uses his human
resources is very important. This post compares the HR priorities and
leadership styles of Anura Kumara Dissanayake, known for his left-wing
political ideology, and Gotabhaya Rajapaksa, a centralist and former military
officer. Here I intend to consider the characteristics of human resource
management caused by the political changes in Sri Lanka and the purpose of this
is just to state the facts and I will not express any political opinion.
Gotabaya
Rajapaksa's presidency (2019–2022) had significant impact on the development of
human resources in the public sector, such that we even saw him awarding his
governorship to highly partisan personnel in his military service. During his
tenure, he appointed many ex-military officers to key positions in civil
institutions, and he prioritized loyalty and discipline over merit, causing
some abuse to civil servants who were well-versed in the field (Uyangoda,
2020). where appointments and promotions are based on personal affiliations and
loyalty rather than performance and competence (Khatri et al., 2010). More about Gota
Public sector employees often faced strict supervision and had to submit to strict protocols that affected employee creativity and job satisfaction (Jayasuriya, 2021). His management style reinforced a bureaucratic culture where top-down decision-making stifled human resource practices, collaboration and adaptability, another problem was that civil servants were afraid to make decisions because a military officer was above them. Due to the weakness of that human resource management, the economic crisis that occurred in 2022 and the weakness of his human resource management increased further, and due to some wrong decisions, he even had to leave the presidential race.
In
contrast, Anura Kumara Dissanayake, a leading leftist leader, came to power
claiming that he has the solutions to the poor human resource management in the
civil service. Advocates a more
egalitarian and transparent approach to human resource management, especially
in the public sector. Dissanayake's policies are based on the principles of
social justice, equality and meritocracy, which were outlined in his political
manifestos (Rich Country, Beautiful Life 2024). Dr. Nandika Sanath Kumanayake appointed as Secretary to the President
Anura Kumar's approach to HRM aligns more closely with transformational
leadership models, where employees are encouraged to contribute ideas and
innovations that can improve public service delivery (Robbins & Judge,
2018). And here, after he was elected as the President, he learned about his
duties and responsibilities and gave them to people with proper understanding.
Conclusion
Finally, the production of HRM practices under Rajapakse and
Anura Kumara Dissanayake uses two political ideologies and approaches to
governance. The task itself is also two leadership traits, One of them
encouraged the country to turn the country in a good direction by using
military personnel and people who are loyal to him and the people pointed out
to him that it is not right, but the new president is now strongly opposed to
fraud and corruption and the need to use human resources is seen nowadays.
Reflection
My feeling is that President Gotabaya Rajapaksa's HR
management showed some short-term progress, but later it often undermined
employee motivation and innovation in the working state. In my opinion, he even
had to leave because of that poor human resource management. Mr. Anura Kumara's
current action plan convinces the employees that they should work and shows
that everyone can move forward based on the work done.
References
- Dissanayake, A. K. (2023). Public Sector Reforms and HRM:
A Leftist Perspective. Colombo: JVP Publications.
- Jayasuriya, L. (2021). Militarization of Governance:
Impacts on Public Sector HRM in Sri Lanka. South Asian Journal of HRM, 5(2),
87-102.
- Khatri, N., Tsang, E. W. K., & Begley, T. M. (2010). Cronyism: A Cross-Cultural Analysis. Journal of International Business
Studies, 37(1), 61-75.
- Robbins, S. P., & Judge, T. A. (2018). Organizational
Behavior. Pearson Education.
- Uyangoda, J. (2020). The Politics of Militarization in
Sri Lanka: Rajapaksa’s HRM Strategy. Social Scientists’ Association.
%20in%20shaping%20organizational%20culture.%20The%20scene%20shows%20a%20diverse%20group%20of%20employees%20work.webp)
ReplyDeleteThis blog post brilliantly navigates through the complexities of the topic, presenting the ideas with remarkable clarity and practicality. The examples provided are both relevant and easy to understand, making the content highly engaging and informative. It's evident that a lot of thought and effort has been put into crafting this post. I genuinely look forward to reading more insightful content from you in the future!
Very thoughtful topic where we can understand and relate HR aspects from national leadership and highly impressive on how you have connect the difference between two leadership and approaches they have taken using the HR concepts.
ReplyDeleteGood job.
ReplyDeleteThis post is really proof for a person, after becomes a leader, uses his previous experience not considering the field (same field or not), to lead the organization without thinking twice.
ReplyDeleteThe topic itself urges the reader to go through the whole blog! Very much interested & a good effort to avail the understanding of the leadership aspects through HR norms.
ReplyDeleteIn your argument, you plan to explore the roles of Military Discipline Leaders and Transformation Leaders, and how these concepts relate to Human Resource Management (HRM) practices. Many researchers have found that transformational leaders excel in fostering relationships with their teams. In this context, one leader may prioritize loyalty, while another focuses on results.
ReplyDeleteFrom my perspective, both loyalty and results are crucial for organizational success. Striking the right balance between these two elements can create a harmonious and productive work environment. Ultimately, it's premature to draw definitive conclusions, but this topic certainly invites creative thinking and further exploration. Great post!
1. "This is a fascinating comparison of two very different leadership styles and their impact on Sri Lanka’s public sector. You've highlighted the stark differences in HR approaches between Gotabaya Rajapaksa's loyalty-based, top-down system and Anura Kumara Dissanayake's focus on transparency, merit, and inclusivity. It really brings to light how leadership can significantly shape public sector efficiency. Well done!"
ReplyDelete2. "Great analysis of contrasting HRM approaches! The way you’ve detailed Gotabaya Rajapaksa's emphasis on military discipline versus Anura Kumara Dissanayake's focus on meritocracy and social justice is very insightful. It’s interesting to see how these leadership styles directly affect public sector performance and employee morale. Well-written and thought-provoking!"
3. "This post does an excellent job of showcasing how political leadership influences human resource management in the public sector. Your comparison between Gotabaya’s authoritative style and Anura Kumara’s transformational approach really emphasizes the importance of HR strategies in governance. A very informative and balanced analysis—well done!"
4. "I really appreciate how you’ve drawn a clear contrast between the HR practices of Gotabaya Rajapaksa and Anura Kumara Dissanayake. It’s insightful to see how differing political ideologies can shape the management of public sector employees. The points about loyalty-based appointments vs. merit-based leadership are particularly striking. Fantastic read!"
Attractive article with valuable insights before the election 🙂. Agree with the content and the good argument for understanding sensitivity of human nature. Clearly defined the misalignment of president Gotabaya's HRM policy with not only the community but also his subordinates.
ReplyDeleteThe two different HRM approaches takenone by Gotabaya Rajapaksa characterized by a militarily efficient but loyal system that prevents innovation the other by Anura Kumara Dissanayake set by equality and merit thus making for an engaging and productive work environment both fitting into the concept of transformational leadershipsaliently emphasize the question of the political impact on the public sector in Sri Lanka.
ReplyDeleteFascinating analysis! The comparison of HRM strategies between Anura Kumara Dissanayake and Gotabaya Rajapaksa provides a thought-provoking look at how different leadership styles and policies can impact the effectiveness and culture of Sri Lanka's public sector. Insightful and well-articulated!
ReplyDeleteThis article offers a perceptive comparison of Gotabaya Rajapaksa's and Anura Kumara Dissanayake's HRM strategies in Sri Lanka's public sector. It draws attention to the sharp contrast between Dissanayake's emphasis on meritocracy and social justice and Rajapaksa's bureaucratic, loyalty-driven manner. It is very interesting to see how differing leadership philosophies affect staff creativity and morale. Its a attractive reading!
ReplyDeleteThe analysis, therefore, gives a clear picture of how different styles of leadership create differences in the application of HR practices in the public sector. Rajapaksa's militaristic, loyalty-based approach is drawn toward rigid structuring, while Dissanayake adheres to a more egalitarian style, reinforcing an inclusive organizational culture. The ways are therefore being steered through different routes, reflecting each leader's own distinctive way of envisioning governance.
ReplyDeleteThis comparison highlights how leadership styles affect human resource management in Sri Lanka. Gotabaya Rajapaksa's loyalty-driven, militaristic approach created a bureaucratic culture that stifled creativity and employee satisfaction, especially during the economic crisis. In contrast, Anura Kumara Dissanayake advocates for transparency and meritocracy, aiming to foster a more effective and engaged public service. The shift in HR practices under his leadership could lead to significant improvements in governance and public service delivery.
ReplyDelete"Interesting comparison! Highlighting the contrasting HRM styles of Anura Kumara Dissanayake and Gotabaya Rajapaksa gives a unique view on leadership’s role in shaping Sri Lanka's public sector. Great insights!"
ReplyDelete