Taking a social identity perspective, we predict that high‐performance work system (HPWS) has a relationship with knowledge sharing behavior (KSB) through psychological empowerment (PE) in public sector banks in Pakistan. To test our hypothesized model, we collected a three‐wave research data from 276 employees from the banking sector of Pakistan. Results indicated that HPWS is positively related to KSB and PE mediated the linkage between HPWS and KSB. In addition, organizational identification moderates the indirect relationship between HPWS and KSB via PE, such that the indirect effect was stronger for employees with high organizational identification rather than low. This study sheds new light on the intervening process that explains how HPWSs influence employee KSB. The findings also extend the current literature by adding a moderator to explain when and why employees increase their knowledge sharing when work in HPWSs public sector banks.

The study aims to evaluate the factors that can be incorporated into the process of selection and recruitment for business growth in Pakistan. An exploratory study based on the content analysis technique was applied to conduct this research. This study found that the performance of the employee and the procedures of selection and recruitment play a significant role in business growth. This study has also identified that the recruitment process is more helpful for the selection of the right candidate for the job. With the help of the appropriate recruitment structures, the human resource management department will be capable of choosing the right employee. It is found that the more skilled and qualified individuals play an essential role in the growth of the organization. Only the selection and recruitment of the right employee is not enough for the growth of the business, but the provision of the more appropriate working environment for the employees plays an important role to increase their performance that a relationship with the productivity and growth of the organization.It is also explored that after the selection of the right employee, it is more critical for the organization to keep them motivated for decreasing the job turnover by increasing the employee retention ratio.

A straight relationship between stress and outcomes is well documented, but scarce studies adequately tested the range of mediated, moderated and additive effects of variables on outcomes that may strengthen or weaken this relationship. The present study based on Bass Model of Leadership, investigating the moderating impact of transformational and laissez-faire leadership on job stress and health relationship. The study also examines the predicting role of leadership and different role stressors with reference to health. The study was carried out on a randomly selected sample of 240 (88 males and 152 females) medical doctors. They were administered questionnaires including Multifactor Leadership Questionnaire (MLQ), Role Stress Inventory (RSI) and General Health Questionnaire (GHQ). Multiple hierarchical regression analyses revealed that transformational and laissez-faire leadership styles significantly moderate the relationship between stressors and health. Furthermore, multiple regression analyses indicated that role ambiguity and role conflict have significant impact on health, whereas, role overload showed no significant effect.

This study aims to develop, examine, and test organizational and individual predictors of knowledge sharing behavior of teachers in the higher education sector in Pakistan. The study examined the direct and indirect effects of organizational factors on knowledge sharing behavior (KSB) through individual factors. The social capital theory has been utilized to explain the premise of this research. This study uses a survey design. Data has been collected from 269 university teachers in Pakistan. A Structural equation modeling has been used to test the hypotheses using SPSS and Amos. The Data supported the hypotheses. This Study concludes that organizational and individual are important for enhancing KSB as organizational factors work through individual factors to influence the KSB of faculty members.

This study aims to examine how hierarchy organizational culture affects the knowledge sharing behavior of teachers in higher education institutions and universities and its mediated link through formal knowledge governance mechanism and knowledge sharing opportunity. A sample of 269 teachers was drawn from university teachers in Pakistan and structural equation modeling is used to test the hypotheses. The results of this study suggest that first, hierarchy organizational culture is positively associated with knowledge sharing behavior of teachers. Second, formal knowledge governance mechanism fully mediated the relationship between hierarchy organizational culture and knowledge sharing behavior. Third, knowledge sharing opportunity fully mediated the relationship between hierarchy organizational culture and knowledge sharing behavior. Finally, the relationship between hierarchy organizational culture and knowledge sharing behavior is sequentially and fully mediated by formal knowledge governance mechanism and knowledge sharing opportunity. Theoretical and managerial implications are discussed followed by limitations of the study along with suggestions for future research.