Developing Civil Servants’ Affective Commitment to Share Knowledge: A Case of Public Organization Cost Reduction

Abstract

The present study is designed to propose values for developing civil servants' affective commitment to share knowledge in the workplace. The proposed values are faith, sincerity, trusting belief, trusting intention and emotional trust. The researchers have applied cross-sectional survey research to validate the framework. It is found that faith and sincerity influenced the development of civil servants' affective commitment to share knowledge in the workplace significantly. The practical implications are the discovery of theoretical, personal, and workplace practical best practices for the establishment of strategies to reduce operational costs in the public organization.

Developing Civil Servants’ Commitment to Share Knowledge and Implement Cost Reduction Policy: The Perspective of Malaysian Public Sector

“…This finding is consistent with the previous studies such as Selamat et al (2017) and Selamat et al (2015). In other words, attitude towards government was perceived by civil servants as a determinant to participate or not to participate in the discussion on cost reduction policy implementation.…”

“…Eventually, they will make a consensus on what is the most applicable strategy to reduce operational costs in their organization. Ignoring the critical role of civil servants commitment in the workplace could lead to the creation of passive civil servants and in turn the inefficiencies in determining strategies for reducing public organization operational cost (Selamat et al, 2017;Saint-Onge, 1996). Thus understanding values that can develop civil servants' commitment to share ideas on strategies to reduce expenditure and in turn commitment to implement cost reduction policy is paramount.…”

“…In the organizations, means refers to standard operating procedure or organizational best ISSN 2161-7104 2017 practice (Selamat et al, 2017;Selamat et al, 2015;Selamat & Choudrie, 2007). Standard operating procedure or organizational best practice can be described as "meta-competencies" which allows staff members to create and adapt specific competencies for specific situations (Burgoyne, 1988).…”

“…To reduce fiscal deficit and in the meantime maintain political stability in the country Selamat, Mat Saat, Murad and Foo (2017) argued that the government can implement low-cost yet high-impact public services. However, civil servants must firstly have commitment to determine strategies to implement low-cost yet high-impact public services (Selamat et al, 2017).…”

The Influence of Civil Servants’ Attitude on Engagement and Participation in Cost Reduction Policy: A Case of Malaysia

“…To be innovative in reducing public spending, however, civil servants must be highly motivated to collectively identify the strategies to reduce public spending without compromising on service quality. The success of cost reduction policy implementation depends on a synergy through effective and efficient teamwork, collaboration and cooperation amongst civil servants (Selamat et al, 2017). This scenario is termed as civil servant engagement (Shuck & Wollard, 2010;Rich et al, 2010;Macey & Schneider, 2008;Saks, 2006;Robinson et al, 2004;Kahn, 1990).…”