This study investigated the impact of training and development and supervisors support on employees retention. Furthermore, the current study also investigates the moderating effect of the work environment on the relationship between training and development, supervisors support, and employees' retention. A survey was undertaken to collect data from 250 faculty members working in public sector universities in Pakistan. PLS path modeling was employed to analyze the data. The results revealed that training and development and the support of the supervisors had a significant relationship with the retention of employees. Similarly, the results also revealed that the work environment moderated the relationship between training and development, supervisors support, and employees' retention. Finally, the implications, limitations and recommendations for further research were discussed.
Happiness at the workplace refers to how satisfied people are with their work and lives. The idea of happiness is related to individual's subjective well-being. Happiness at the workplace is crucial for improving productivity in any organization. Happy people are productive people while those people who are unhappy may not pay full attention to any task. Some scholars believe that organizations which are able to maintain long-term happiness at the workplace could probably increase and sustain productivity. Therefore, they should know what factors could affect employee happiness in order to effectively enhance happiness at the workplace. But research on employee happiness was rarely seen in the past. The issue of happiness at the workplace needs to be properly conceptualized so that useful research on it could be conducted. This paper presents a potential conceptual framework of happiness at the workplace that could give valuable contribution to future research in this area.
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Purpose
The purpose of this paper is to examine the mediating role of trust in the relationship between knowledge management enablers (i.e. top management support, organizational culture, knowledge management system quality, and openness in communication) on knowledge sharing in small and medium enterprises (SMEs) in Pakistan.
Design/methodology/approach
The study was conducted through self-administered survey of employees of SMEs in Pakistan. Correlation, Baron and Kenny approach (causal steps approach) and PROCESS Macro (normal test theory) developed by Hayes were used to find out the direct and indirect effects of trust among knowledge management enablers and knowledge sharing.
Findings
The results have shown that trust of employees at SMEs was developed through knowledge management enablers which promote knowledge sharing. Therefore, the relationship between knowledge management enablers, trust, and knowledge sharing is positive.
Research limitations/implications
The current study only considered the single aspect of knowledge management system, i.e. knowledge sharing; some other aspects of knowledge management system such as knowledge creation and knowledge utilization can be used for future studies at SMEs sector.
Practical implications
The mediation of trust between top management support, culture, openness in communication, and knowledge sharing provided that trustworthy relationships between the members of an organization would lead to enhance the knowledge sharing activities. In order to promote the knowledge sharing attitudes within the organization, the managers should consider knowledge management enablers (top management support, organizational culture, and openness in communication) along with trustworthy environment as an energetic force for the development of knowledge management systems.
Originality/value
The study confirmed the mediating effect of trust between the relationships of top management support, organizational culture, openness in communication, and knowledge sharing, while there is a partial mediating role of trust between knowledge management system quality and knowledge sharing.
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