Impact of Perceived Organizational Support on Knowldge Sharing Behaviour
DOI:
https://doi.org/10.52461/sabas.v6i1.3094Keywords:
Perceived Organizational Support, Knowledge Sharing Behavior, Self ConceptAbstract
Purpose: In the context of Human Resource Management, people including both Employers and Employees are intrinsically indulged into the folds of managing knowledge and advocating its sharing owing to worthwhile paybacks. In this study, researcher examined the relationship between Perceived Organizational Support (POS) and Knowledge Sharing Behavior (KSB) using people's Self-Concept (SC.
Design/Methodology/Approach: The hypothesis was tested utilizing a survey data set from 291 Trainees working at a renowned leadership training institute situated in district Mansehra of Khyber Pakhtunkhwa, Pakistan by using SPSS.
Findings: The outcome highlighted that the POS was affirmatively connected to KSB for people with codependent Self and people with an Autonomous Self. Generally, the regulating effect of SC put to light a new vista and created a niche for better comprehension of the linkage between POS and employees’ KSB.
Implications/Originality/Value: The study offers a plausible clue to the question of why organizational support does not often succeed in motivating employees to share their knowledge in the work-place.
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