Hr Practices, Knowledge Sharing and Protection Activities, and Performance — A Moderation Model

Abstract

Innovation and HRM practices are connected, but the nature of these linkages may not be completely understood. Practical examples where knowledge securing practices limit efficiency of creative work, and where rewarding established ways of work prevent new approaches from being tried, suggest that there are challenges. In this study, we examine the relationships between different forms of HRM practices, knowledge sharing and protection (i.e., knowledge activities), and performance outcomes. Our findings from empirical analysis among 150 firms suggest that HRM practices are positively related to subjective overall performance and innovation performance, and that knowledge sharing likewise has such a relationship with performance outcomes. Furthermore, when knowledge sharing is accompanied with HR practices targeted to securing knowledge, innovation performance can be improved. Knowledge securing also comes in play when it is combined with HR practices of personnel compensation and appraisal; in this case subjective performance is diminished. This leads us to suggest that companies might benefit from smart HRM systems.

Green Human Resources Practices and Person-Organization Fit: The Moderating Role of the Personal Environmental Commitment

“…Thus, HR departments can play a major role in leading the green movement towards the organizations through its GHRM practices that could influence the entire organization [25,26]. It is important to note that such impact might be indirect, through employees' perceptions of HRM, as shown in the literature in recent years [27].…”