Relationship between HRM Practices, Public Service Motivation, and Knowledge Sharing Behavior
Knowledge sharing behavior (KSB) plays a key role in gaining and sustaining competitive advantage and organizational success. However, scholars have paid less attention to the issue of knowledge sharing in the context of higher education institutions (HEIs). Although considerable evidence exists ind...
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| Format: | Thesis |
| Language: | eng eng eng |
| Published: |
2019
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| Online Access: | https://etd.uum.edu.my/9040/1/s99060_01.pdf https://etd.uum.edu.my/9040/2/s99060_02.pdf https://etd.uum.edu.my/9040/3/99060%20REFERENCES.docx |
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| Summary: | Knowledge sharing behavior (KSB) plays a key role in gaining and sustaining competitive advantage and organizational success. However, scholars have paid less attention to the issue of knowledge sharing in the context of higher education institutions (HEIs). Although considerable evidence exists indicating that HRM practices affect employees’ KSB, there is still a lack of understanding of how and whether these practices promote KSB within organizations. Thus, the present study aimed at filling the gaps by examining the relationship between HRM practices (selective staffing, extensive training, job security, promotion, performance appraisal, autonomous job design, and participation) and KSB in the HEIs of Bangladesh. Based on the self-determination theory, this study also examined public service motivation (PSM) as a mediating mechanism in that relationship. This study employed a cross-sectional research design in which a questionnaire survey was used for collecting data from the full-time faculty members serving in the selected 16 private universities in Bangladesh. Using a systematic sampling method, a total of 359 useable questionnaires were received with a response rate of 55.23%. The partial least squares-structural equation modeling (PLS-SEM) was used to test the hypothesized relationship. The study revealed that four HRM practices (selective staffing, extensive training, autonomous job design, and participation) have significant positive relationships with KSB, whereas the other three HRM practices (job security, promotion and performance appraisal) are not significantly associated with KSB. Moreover, PSM mediates the relationship between five HRM practices (extensive training, job security, performance appraisal, autonomous job design, and participation) and KSB. However, the mediating effects of PSM between the remaining two HRM practices (selective staffing and promotion) and KSB are found to be insignificant. Based on the empirical findings, practitioners and policy-makers should pay more attention to integrating HRM practices and PSM to foster knowledge sharing behavior at HEIs. |
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