Purpose This paper aims to examine the mediation role of behavioral intention in the relationship between attitude, subjective norm, perceived behavioral control and knowledge sharing behavior. Design/methodology/approach The study adopted a cross-sectional design to collect data used to carry out mediation analysis. Structural equation modeling was used to test for the mediation effect based on the theory of planned behavior. Findings The results reveal positive and significant relationships between attitude, subjective norm, perceived behavioral control and behavioral intention. There is a full mediation effect of behavioral intention between attitude, subjective norm, perceived behavioral control and knowledge sharing behavior. This implies that behavioral intention wholly processes planned behavior prediction. Research limitations/implications The sample size was small, covering only two referral hospitals which affects the generalization of findings across all the hospitals in Uganda. The study was cross-sectional focusing on a one-off perception, which does not examine knowledge sharing behavior over time. This may necessitate follow-up studies in a longitudinal design to capture the trend of results. Practical implications Managers in referral hospitals should create opportunities for health professionals to enhance knowledge sharing behavior. Knowledge sharing practices should be embedded in the performance appraisal and reward systems which should promote positive knowledge sharing attitudes and norms and develop self-efficacy. Originality/value The study generates empirical evidence on less studied phenomena in the health sector focusing on behavioral intention mediation in predicting knowledge sharing behavior.

PurposeThe paper examines the mediator role of person-organization fit on the relationships between reward management, employee training, emotional exhaustion and organizational citizenship behavior (OCB) among employees in the manufacturing sector in Uganda.Design/methodology/approachThe study took a cross-sectional descriptive and analytical design. Using a sample of 380 respondents, data were obtained in two studies, the 2nd study being carried out after 8 months from the 1st. Using statistical program for social scientists (SPSS) and analysis of moment structures (AMOS), six hypotheses were tested and analyzed.FindingsResults indicate that employee development and person-organization fit were significant predictors of OCB. The influence of Reward Management and Emotional Exhaustion on OCB was inconclusive since in the 1st study it was positive and significant while non-significant in the 2nd study. Person-organization fit emerged as a full mediator of the Reward Management, Emotional Exhaustion–OCB relationships; and a partial mediator of the Employee Development–OCB relationship.Practical implicationsManufacturing firms will be able to implement HR policies and practices that are relevant for increased employee exhibition of extra role activities. They will be able to adhere to efforts that increase person-organization fit in order to reduce emotional exhaustion for OCB exhibition.Originality/valueThe study demonstrates that person-organization fit acts as a conduit for the translation of all the inputs of reward management and employee exhaustion and, part of the inputs of employee development into increased worker exhibition of extra role activities.

PurposeThe authors proposed that Organizational Compassion and Person-Organization-Fit dimensions interactively predict Discretionary Behaviours among employees in the Non-Governmental Organization (NGO) sector in Uganda.Design/methodology/approachThe authors employ structural equation modelling to test hypotheses. The research was carried out in two studies; the second one was done six months after the first study. Two samples of respondents were drawn from NGOs operating in West Nile and Kampala regions, respectively.FindingsDiscretionary behaviours were significantly related to the cross-sectionally assessed predictors including organizational compassion and supplementary fit. Complementary fit did not significantly predict discretionary behaviours. Both supplementary fit and complementary fit moderated the association between organizational compassion and employee discretionary behaviours among both rural and urban setting placed NGOs.Practical implicationsIn order to boost employee exhibition of discretionary behaviours, leaders of NGOs should always endeavour to find viable organizational compassion-supplementary fit and organizational compassion-complementary fit blend that can add value to NGOs in Uganda.Originality/valueThis is one of the few studies that have focused on testing the interaction effects of organizational compassion and person organization fit dimensions on discretionary behaviours. These results highlight both supplementary fit and complementary fit as key individual resources that promote the effects of organization compassion on discretionary behaviours among NGO workers in Uganda.