THE RELATIONSHIPS BETWEEN HRM PRACTICES, ORGANIZATIONAL SUPPORT AND INNOVATION: A ROLE OF KNOWLEDGE SHARING

Abstract

Today's primary challenge lies in effectively managing brand positioning amidst external competition while safeguarding organizational interests. Hence, this research endeavours to explore the interconnectedness among Human Resource Management (HRM) strategies, knowledge sharing (KS), organizational innovation (OI), and employees' perceived organizational support (POS), utilizing social exchange theory as a conceptual framework. Managers amenable to participation facilitated the distribution of 799 surveys to employees possessing a minimum of one year of work experience. Among these, 610 surveys were considered valid, yielding a commendable 76% response rate. The study unearthed several noteworthy findings: Firstly, the augmentation of HRM practices correlated with heightened KS among employees. Secondly, organizations endowed with superior HRM systems demonstrated a propensity for innovation. Lastly, the efficacy of HRM practices was found to be magnified by employees' POS. These revelations advocate for a strategic HRM model conducive to nurturing both knowledge dissemination and innovation within organizational teams. Additionally, fostering a supportive organizational environment can bolster employee engagement in KS activities.