scholarly journals Knowledge based human resource management and employee creativity: the dual mediation of knowledge sharing and knowledge hiding

2021 ◽  
Vol 5 (4) ◽  
pp. 1-10
Author(s):  
Caleb Lugar ◽  
Rajko Novićević
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Knowledge Sharing ◽  
Human Resource ◽  
Social Exchange ◽  
Management Practices ◽  
Employee Creativity ◽  
Knowledge Based ◽  
Human Resource Management Practices ◽  
Knowledge Hiding

Introduction. Employee creativity is an essential element that is required for the dynamic work environments. Companies able to foster employee creativity through knowledge based human resource management practices enhance their competitive advantage over companies who stifle employee creativity. The conceptual model in this paper aims to demonstrate that knowledge sharing and knowledge hiding mediate the relationship between knowledge based human resource management practices and employee creativity. The implementation of knowledge based human resource management practices can lead to increased knowledge sharing and decreased knowledge hiding both of which will result in increased employee creativity. Aim and tasks. The aim of this paper is to build on social exchange theory as the foundational theory for understanding how knowledge based human resource management practices impact employee creativity through the mediators of knowledge sharing and knowledge hiding.  Results. In previous research have studied the relationship between knowledge behaviors and employee creativity while accounting for motivational climate, transformational leadership, goal orientation, and various human resource management practices. Many of these factors have traditionally been exogenous variables to the individual employees working in organizations.  While social exchange theory implies a dyadic exchange, it would be relevant to examine the endogenous variants within employees that might contribute to differential reactions to reciprocation.  It is substantiated that individuals that have different exchange ideologies react differently to organizational support. The first section includes a literature review of the constructs - knowledge based human resource management, knowledge sharing, knowledge hiding, and employee creativity.  The second section provides a model focusing on the impact social exchange theory has on the constructs, including theory-based propositions.  In reviewing this model, the paper makes theoretical contributions to the constructs and social exchange theory.  The final section provides direction for future research and discussion.  Conclusions. Creativity is the fuel for the 21st century’s competitive organizations.  Researchers and practitioners alike rely on creativity to solve problems and improve products and services around the globe.  It is important to deeply understand the antecedents necessary for creativity so that organizations employ systems and process that are conducive for creative production.  From the theoretical foundations laid out in this paper, knowledge based human resource management practices will increase employee creativity through increased knowledge sharing and decreased knowledge hiding.

scholarly journals Why Not Knowledge-Based HRM? Its Direct and Indirect Effect on Innovative Service Offerings

SAGE Open ◽  
2020 ◽  
Vol 10 (4) ◽  
pp. 215824402098300
Author(s):  
Norwan Ahmad ◽  
Ng Siew Imm ◽  
Yuhanis Abdul Aziz ◽  
Norazlyn Kamal Basha
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Dynamic Capabilities ◽  
Management Practices ◽  
Business Service ◽  
Marketing Capability ◽  
Cross Sectional Survey ◽  
Knowledge Based ◽  
Human Resource Management Practices

This article is aimed at examining the effect, direct and indirect, of knowledge-based human resource management on innovative offerings of service small and medium-sized enterprises (SMEs). Knowledge-based human resource management essentially reflects the central role played by the embedded knowledge-centric human resource management practices, which may lead to new or improved services. A cross-sectional survey was implemented involving a sample of 278 business service SMEs from Malaysia and indicated two key findings from the study. First, knowledge-based human resource management was found to positively influence innovative service offerings. Second, dynamic capability in the aspects of entrepreneurial orientation, marketing capability, and technological capability were found to mediate the knowledge-based human resource management–innovative service offerings relationship. This study espouses the potentials of creating innovative service offerings among business service SMEs through embedding knowledge perspective in human resource management practices as well as investment in dynamic capabilities.

scholarly journals The Role of Organizational Culture and Human Resource Management Practices in Strengthening the Effect of Leadership on Knowledge Sharing (A Study at Ngudi Waluyo General Hospital, Wlingi, Blitar, East Java, Indonesia)

2016 ◽  
Vol 1 (1) ◽  
pp. 72-80
Author(s):  
Armanu Thoyib ◽  
Noermijati Noermijati ◽  
Nadiyah Hirfiyana Rosita
Keyword(s):  
Organizational Culture ◽  
Resource Management ◽  
Human Resource Management ◽  
Knowledge Sharing ◽  
General Hospital ◽  
Human Resource ◽  
Management Practices ◽  
Human Resource Practices ◽  
Human Resource Management Practices

Objective - The results of previous studies showthat leadership has a positive effect on knowledge sharing. However, there was a lack of studies which could prove that organizational culture and human resource practices can strengthen the effect of leadership on knowledge sharing. The objective of this study isto explain the role of organizational culture and human resource practices as moderating variables for the effect of leadership on knowledge sharing. Methodology/Technique - The study was conducted at the Ngudi Waluyo General Hospital, Wlingi, Blitar, East Java, Indonesia. The number of respondents were 55 nurses. The WarpPLS program was utilized to obtain analysis of the study. Findings – The results of the study showthat both organizational culture and human resource practices are not strong enough to serve as moderators for the effect of leadership on knowledge sharing. Novelty - This study shares the idea that both organizational culture and human resource management practices cannot serve as moderating variableswhich can affect transformational leadership in health service organizations. In this case, the nurses' knowledge sharing. This study also generated an advanced idea for verification. Type of Paper - Empirical Keywords: Leadership, Knowledge Sharing, Organizational Culture, Human Resource Management Practices, Nurse. JEL Classification: M12, M14.

scholarly journals Equal Employment Opportunity in Indonesia: Antecedent of Human Resources Management Practices and Service Performance of Government Employees in Tanjungpinang

2020 ◽  
Vol 16 (2) ◽  
pp. 179-198
Author(s):  
Wayu Eko Yudiatmaja
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Social Exchange ◽  
Management Practices ◽  
Equal Employment Opportunity ◽  
Service Performance ◽  
Employment Opportunity ◽  
Equal Employment ◽  
Human Resource Management Practices

Recently, government employees encountered issues of service performance because of the rising citizen’s demand to get a better service quality. The concern of the researchers to relate employee service performance with equal employment opportunities and the practices of human resource management still limited. Using social exchange theory, recemt study aims to examine the relationship between equal employment opportunity and employee service performance in the public sector. This research also investigates the mediating role of human resource management practices between the equal employment opportunity and employee service performance. This study was conducted among public servants in Tanjungpinang. A total of 258 public servants responded to the survey. The data were analyzed using structured equation modeling. The findings showed a positive relationship between equal employment opportunity and service performance. Besides, this study also claimed that human resource management practices mediate the connection between equal employment opportunity and service performance. The research implications and future research area need further elaboration. Keywords: Social Exchange Theory, Equal Employment Opportunity, Human Resource Management Practices, Service Performance. Abstrak Saat ini, aparatur pemerintah menghadapi permasalahan kinerja pelayanan karena meningkatnya permintaan warga terhadap pelayanan yang berkualitas. Namun, masih sedikit dari para peneliti yang memberikan perhatian terhadap kinerja pelayanan dan keterkaitannya dengan kesempatan kerja yang setara dan praktik manajemen sumber daya manusia. Studi ini menganalisis hubungan antara kesempatan kerja yang setara dan kinerja pelayanan para pegawai di sektor publik dengan menggunakan teori pertukaran sosial. Studi ini juga menguji peranan praktik manajemen sumber daya manusia dalam memediasi pengaruh kesempatan kerja yang setara terhadap kinerja pelayanan. Survei dilakukan terhadap Aparatur Sipil Negara di Pemerintah Kota Tanjungpinang. Sebanyak 258 pegawai memberikan respon terhadap penelitian ini. Data dianalisis dengan menggunakan model persamaan struktural. Hasil penelitian ini menunjukkan hubungan positif antara kesempatan kerja yang setara dan kinerja pelayanan. Selain itu, studi ini juga menemukan bahwa praktik manajemen sumber daya manusia memediasi hubungan antara kesempatan kerja yang setara dan kinerja pelayanan. Selanjutnya, bagaimana implikasi studi ini dan area riset di masa depan akan dielaborasi lebih lanjut. Kata Kunci: Teori Pertukaran Sosial, Kesempatan Kerja yang Setara, Praktik Manajemen Sumber Daya Manusia, Kinerja Pelayanan

scholarly journals Human Resource Management Practices and Service Provider Commitment of Green Hotel Service Providers: Mediating Role of Resilience and Work Engagement

2020 ◽  
Vol 12 (21) ◽  
pp. 9187
Author(s):  
Huseyin Arasli ◽  
Ahmet Nergiz ◽  
Mehmet Yesiltas ◽  
Tugrul Gunay
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Social Exchange ◽  
Work Engagement ◽  
Management Practices ◽  
Service Providers ◽  
Bottom Line ◽  
Environmental Commitment ◽  
Human Resource Management Practices

Although research on human resource management practices (HRMPs) has been ongoing for many years, studies have actually paid little attention to HRMPs and their contribution to the emotional side of the bottom line or commitment to the external environment, particularly the serial mediation of HRMPs. Hence, to fill this research void, this study extends social exchange theory, broaden-and-build theory and the conservation of resources (COR) theory in the context of green hospitality by proposing a novel conceptual model to test the mediating effects of resilience and commitment between HRMPs (training, empowerment, and rewards) and service providers’ environmental commitment. A quantitative study was performed involving 557 participants at green hotels. The findings show that the components of HRMPs (training, rewards, and empowerment) were found to be crucial tools in encouraging service providers to engage in environmental tasks while green training, empowerment and reward systems can unlock environmental commitment (EEC) for the setting. In addition, environmental commitment increased by the contribution of two mediators, resilience and engagement; and interestingly, rewards did not contribute to the environmental resilience of service providers, while all three HRMPs had a positive influence on work engagement of service providers in the research context.

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