The aim of this study is to examine the empirical effects of Human Resource Management (HRM) practices and reciprocity on knowledge sharing behaviour. In an organisation, employees play key role for the effective performance of the organisation by communicating their knowledge with management and co-workers to perform their task in a better way. This is possible only when knowledge is successfully shared. Despite various studies on this topic, little research has been carried out on knowledge sharing and HRM practices in developing countries, such as Pakistan. A survey based approach was used for data collection from different employees in banking sector of Pakistan. The hypotheses were formulated based on the four HRM practices and reciprocity. Data were analysed using a structural equation modelling (SEM) technique. The study’s findings demonstrated that reciprocity, recruitment and selection, and performance appraisals have significant relationship with knowledge sharing behaviour. Furthermore, knowledge sharing is independent of employees’ training and development along with incentive systems in organisations. The value of this paper lies in the understanding gained on the interactive effects of HRM practices and knowledge sharing with the help of SEM technique. This paper assists employers, employees, policy makers, and scholars to understand the factors that can promote knowledge sharing. This study also highlights the significant role of human resource practices.
Keywords: Employees’ Recruitment, Reciprocity, Employees Training, Performance Appraisal, Knowledge
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