HRM practices and knowledge

sharing: an empirical study

Chee-Yang Fong, Keng-Boon Ooi, Boon-In Tan and
Voon-Hsien Lee
Faculty of Business and Finance, Universiti Tunku
Abdul Rahman,
Malaysia, and
Alain Yee-Loong Chong
Department of Industrial and Systems Engineering,
The Hong Kong Polytechnic University, Hong Kong,
Republic of China
Issues being discussed
O This study is about the relationship between human
resource management (HRM) practices and knowledge
sharing by analyzing HRM practices that give positive
impact to employees knowledge sharing behaviors.

O Recruitment and selection practices, performance
appraisal practices, teamwork, training and development
have a significant positive related with knowledge
sharing.

O Only compensation and reward is weak and
insignificant related with knowledge sharing.

Variables in the journal
HRM Practices












Knowledge
Sharing
Recruitment and
Selection
Compensation and
Reward
Performance Appraisal
Teamwork
Training and
Development
Independent
Variables
Dependent
Variable
Contributions
O The creation of a theoretically based model,
which incorporates the various constructs of
HRM and knowledge sharing, and is
applicable to both manufacturing and service
sectors.
Managerial Implications
O To guide managers to identify problem areas in their
own companies and to devise corrective actions.
O Another valuable finding is that compensation, a HRM
practice, although not significantly related to knowledge
sharing behavior, is a provider of long-term,
infrastructural benefits, important for the continuous
improvement of firms over time.
O To assist top managers in reviewing their compensation
programs, consistent with the training needs of the
managers inside an organization.
O For managers to perform better, gaining a higher level
of commitment and contributing towards knowledge
sharing within an organization.
O Top management review their HRM programs, and
conduct them in a way that develops knowledge sharing
among new managers.
O A well-designed training and development
program can help to improve the knowledge
sharing behavior among managers.
O It is essential that teamwork be incorporated in
most training programs as analysis has shown
that knowledge sharing is readily cultivated if
teamwork is present.
O Recruitment and selection and appraisal
should always be considered in quality
improvement plans, in which knowledge
sharing can also be cultivated.
Study Limitations
O The research design used in this study was cross-
sectional instead of longitudinal.
O The sample data collected represent only firms,
both manufacturing and service, from Malaysia.
O The questionnaire survey may suffer from
response bias, although this is a cost-effective and,
generally, reliable research method.
O Due to the insufficiency of current measurement
issues in both HRM and knowledge sharing, the
methods used in the present study are best
regarded as preliminary.