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Improving Quality of Human Resources through HRM Practices and Knowledge Sharing

Author

Listed:
  • Salman Iqbal

    (FOMS, University of Central Punjab, Lahore 54000, Pakistan)

  • Ivan Litvaj

    (Department of Power Systems and Electric Drives, Faculty of Electrical Engineering and Information Technology, University of Zilina, 010 26 Zilina, Slovakia)

  • Mário Drbúl

    (Department of Machining and Production Technologies, The Faculty of Mechanical Engineering, University of Zilina, 010 26 Zilina, Slovakia)

  • Mamoona Rasheed

    (FOMS, University of Central Punjab, Lahore 54000, Pakistan)

Abstract

One of the objectives of this paper is to examine the empirical effects of certain Human Resource Management (HRM) practices and reciprocity as antecedents of knowledge-sharing (KS) behavior. In an organization, human resource knowledge quality plays a key role in the effective performance of the organization by communicating their knowledge with management and co-workers to perform their tasks in a better way. This is possible only when useful and relevant quality knowledge is successfully shared. Despite various studies on this topic, there is little research on KS and HRM practices in developing countries like Pakistan. A survey-based approach is used for data collection from different employees in the banking sector of Pakistan. The hypotheses are formulated based on the four HRM practices and reciprocity. The dataset is critically investigated using structural equation modeling (SEM). The results of this study suggest that reciprocity, recruitment and selection, and performance appraisals have a significant relationship with KS behaviour. Furthermore, KS is independent of employees’ training and development along with incentive systems in organizations. The contribution of this paper is how certain HR practices and employees’ perceptions about reciprocity influence employees’ knowledge sharing in an organization. This paper assists employers, employees, policymakers, and scholars to understand the factors that can promote knowledge sharing. This study also highlights the significant role of Human Resource Practices (HRP).

Suggested Citation

  • Salman Iqbal & Ivan Litvaj & Mário Drbúl & Mamoona Rasheed, 2023. "Improving Quality of Human Resources through HRM Practices and Knowledge Sharing," Administrative Sciences, MDPI, vol. 13(10), pages 1-15, October.
    • Handle: RePEc:gam:jadmsc:v:13:y:2023:i:10:p:224-:d:1262175
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    References listed on IDEAS

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    1. Tomáš PerÃ¡Ä ek & Michal KaÅ¡Å¡aj, 2023. "The influence of jurisprudence on the formation of relations between the manager and the limited liability company," Juridical Tribune - Review of Comparative and International Law, Bucharest Academy of Economic Studies, vol. 13(1), pages 43-62, March.
    2. Chia-An Tsai, Jacob & Kang, Tsan-Ching, 2019. "Reciprocal intention in knowledge seeking: Examining social exchange theory in an online professional community," International Journal of Information Management, Elsevier, vol. 48(C), pages 161-174.
    3. Hamzah Elrehail & Ibrahim Harazneh & Mohammad Abuhjeeleh & Amro Alzghoul & Sakher Alnajdawi & Hussein M. Hussein Ibrahim, 2019. "Employee satisfaction, human resource management practices and competitive advantage," European Journal of Management and Business Economics, Emerald Group Publishing Limited, vol. 29(2), pages 125-149, August.
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    Cited by:

    1. Ioannis Zervas & Emmanouil Stiakakis, 2024. "Economic Sustainable Development through Digital Skills Acquisition: The Role of Human Resource Leadership," Sustainability, MDPI, vol. 16(17), pages 1-25, September.

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