<scp>HPWS</scp> and knowledge sharing behavior: The role of psychological empowerment and organizational identification in public sector banks

Abbasi, Saliha Gul; Shabbir, Muhammad Salman; Abbas, Mazhar; Tahir, Muhammad

doi:10.1002/pa.2512

Cited by 82 publications

(82 citation statements)

References 33 publications

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“…Conger & Kanungo (1988, p. 473) defined empowering as a managerial strategy or technique that strengthens self-determination need or self-efficacy belief of employees and makes them feel more powerful. The employee's empowered "state of mind" may (Rafiq & Ahmed, 2006) consequently lead to positive work behavior (Abbasi et al, 2020). Empowerment is also seen as a multifaceted motivational factor which can lead to altruistic behavior such as knowledge sharing (Wang et al, 2019).…”

Section: Empowerment and Internal Knowledge Sharingmentioning

confidence: 99%

“…It is in fact an active motivational orientation and it motivates people in their performance while executing different proactive tasks (Kang et al, 2017). Abbasi et al (2020) highlighted that psychological empowerment mediates the relationship between high performance work system and knowledge sharing behavior. Al-Omari et al (2020) in their study pointed out the positive linkages between employee empowerment and overall company performance and customer satisfaction.…”

Section: Empowerment and Internal Knowledge Sharingmentioning

confidence: 99%

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The Impact of Internal Knowledge Sharing on Sales Department’s Innovativeness and New Product Commercialization

Ružić

Benazić

2021

Organizacija

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Background and Purpose: Innovativeness and new product commercialization are highly important for companies. Therefore, a deep understanding of the impact of all potentially influential drivers of success is critical. The purpose of the paper is to explore the impact of internal knowledge sharing on new product selling and sales innovativeness as well as the impact of empowerment on internal knowledge sharing and, indirectly, on new product selling and sales innovativeness. Design/Methodology/Approach: The research encompassed 101 salespeople working at the top 1000 value added creators in Croatia. The questionnaire was developed and adapted using four scales, to assess internal knowledge sharing, new product selling, sales innovativeness, and empowerment. The data was analyzed by using the PLS-SEM method to examine the relationships between constructs. Results: As evidenced by the survey results, internal knowledge sharing positively impacts new product selling and sales department’s innovativeness, and empowerment is positively linked to internal knowledge sharing and, indirectly, to new product selling and sales department’s innovativeness. Conclusion: Managers should underpin different activities in order to enhance empowerment and internal knowledge sharing with the aim to affect companies’ performance in commercialization of a new product and sales department’s innovativeness. Future research could include moderator variables between the empowerment construct and the internal knowledge sharing construct and deepen the insight into the type of information shared, the dynamics of sharing and the barriers in the process, and other factors that positively affect knowledge sharing.

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Section: Empowerment and Internal Knowledge Sharingmentioning

confidence: 99%

Section: Empowerment and Internal Knowledge Sharingmentioning

confidence: 99%

The Impact of Internal Knowledge Sharing on Sales Department’s Innovativeness and New Product Commercialization

Ružić

Benazić

2021

Organizacija

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“…HPWS motivates employees to acquire, share, and apply knowledge within the organization. (Abbasi et al, 2020). TPK evaluates the training organizers, if the training organizer has a score of 65% will be crossed out in the list of capable training organizers.…”

Section: Discussionmentioning

confidence: 99%

High-Performance Work System and Employee Performance: Case Study at Koja Container Terminal

Pranogyo¹,

Luddin²,

Suyatno³

2021

cibg

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Container Terminal (TPK) Koja is a terminal intended for loading and unloading activities of goods, especially containers. Good employee performance will affect the quality of the process and loading and unloading services produced. This research is qualitative research with case studies on TPK Koja. The purpose of the research was to find out if a high-performance work system (HPWS) is good to be applied in TPK Koja and how HPWS role to the performance of TPK Koja employees. Calculate the weight of each KPI using the Analytical Hierarchy Process method and measure the value of performance achievement by scoring system method and evaluate performance measurement results with Traffic Light System. The results of the study showed HPWS had a positive impact on employee performance and the measurement results showed 15 HPWS KPIs were at the green level or within the specified target.

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“…Making great feelings in employees by empowering them leads organization to make strong bonding with their employees and make motivation and morale high because employees think they are an asset (Abbasi, Shabbir, Abbas & Tahir, 2020). In reverse, they should know the organization's values.…”

Section: Literature Reviewmentioning

confidence: 99%

The Light Triad Traits, Psychological Empowerment, Creative Self-Efficacy, Self-Resilience and Innovative Performance in Ict of Pakistan

Khan

Safdar

Durrani

2021

GUJR

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This study analyses how the Information & Communication Technology sector of managers having light triad traits (altruism, empathy, compassion) associates employee innovative performance through creative self-efficacy, Self-Resilience, and psychological empowerment. This study used pro social trait theory for Light triad traits of managers and employees' perspectives to broaden and build an approach. This study hypothesized a relationship amid Light triad traits, creative self-efficacy, self-resilience and psychological empowerment, which affects the innovative performance of employee. Light triad traits have most substantial positive relationship with innovative performance when employees have high levels of the self-resilience and creative self-efficacy. The psychological empowerment mediates relationship between the Light triad traits and innovative employee performance. Data was collected in total from 650 employees, 500 employees (followers) in which they rated their managers (leaders) and after 1 week, 150 managers (leaders) rated their employee's performance and generated results to support our study hypotheses.

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HPWS and knowledge sharing behavior: The role of psychological empowerment and organizational identification in public sector banks

Cited by 82 publications

References 33 publications

The Impact of Internal Knowledge Sharing on Sales Department’s Innovativeness and New Product Commercialization

The Impact of Internal Knowledge Sharing on Sales Department’s Innovativeness and New Product Commercialization

High-Performance Work System and Employee Performance: Case Study at Koja Container Terminal

The Light Triad Traits, Psychological Empowerment, Creative Self-Efficacy, Self-Resilience and Innovative Performance in Ict of Pakistan

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