Mediating Effects of Affective Organizational Commitment and Psychological Contract in the Relationship between Strategic Compensation Practices and Knowledge Sharing

Influence of Relational Psychological Contract and Affective Commitment in the Intentions of Employee to Share Tacit Knowledge

“…Other researchers define it as the reciprocal expectation of the individual and the organization representing the ideas about organization employee relationship [40], where the individualization of the relationship is captured reflecting individual needs and its implicit expectations on the employer [41]. For their part another academics [9], mentioned that it is a tacit agreement between the individual and the organization in which both sides hope that the agreements reached are respected and carried out fully. It is an unwritten agreement, much more than a formal employment contract that sets out what the administration hopes the employee and vice versa [42].…”

“…These effects on the one hand affect the organizational commitment through compensation practices and knowledge sharing, intention of leave, performance and organizational citizenship behaviors [9] and on the other, the individual characteristics of the subject's personality and expectations about the career change over time [45]. Also the psychological contract is perceived differently between employees and employers in labor relation, which some authors call inconsistency in perceptions [41] [46].…”

“…Also the psychological contract is perceived differently between employees and employers in labor relation, which some authors call inconsistency in perceptions [41] [46]. Among the variables that have been linked more the psychological contract include affective commitment [43] [47], organizational culture [6], burnout and organizational citizenship behaviors [45], trust and organizational commitment [48], job satisfaction [36] [49] [50], strategic compensation practices and knowledge sharing [9], perception organizational support [51], intended to leave [35] [52], the downsizing [53], organizational commitment and job retention [54] among others.…”

“…Also is a strong intrinsic motivation in the individual [72], so it is related to attitudes and positive behaviors and labor welfare [66] when the employee perceives that the organization values their contributions and cares for his welfare, needs for affiliation, mem-bership approval, emotional support and esteem will be fulfilled, assuming the harmony of the organization as his own and feels emotionally identified with it [71]. Also it has been linked to personal characteristics of the individual, organizational structures and work experiences [9] including payment, supervision, clarity in the description of work and range of skills [61]. It is a robust predictor of organizational desirable outcomes such as employee retention [51], leave intention, labor absenteeism, justice, organizational climate and culture [66] and strongly associated with withdrawal cognitions, job performance and organizational citizenship behavior [73].…”

“…There is empirical evidence that both affective commitments as the psychological contract are important predictors in the transfer of knowledge [9], but it has not shown a possible relationship with the intentions of the employee to share tacit knowledge.…”