KNOWLEDGE SHARING PRACTICES AND ORGANISATIONAL PERFORMANCE IN THE EDO STATE CIVIL SERVICE

Abstract

This study investigated the impact of explicit, implicit, and tacit knowledge sharing on employee performance within the Edo State Civil Service. A quantitative research design was adopted, using structured questionnaires administered to a representative sample of Three hundred and fifty-five (355) civil servants, drawn from a population of 2,901 employees across various ministries and departments in Benin City. The sample size was determined using the Yamane formula. Data were collected through face-to-face interviews and analysed using both descriptive and inferential statistics, including correlation and multiple regression techniques, via SPSS version 24.The findings revealed that explicit knowledge sharing (β = 10.158, p < 0.001) and tacit knowledge sharing (β = 6.693, p < 0.001) had a statistically significant positive effect on employee performance. However, implicit knowledge sharing (β = –0.188, p = 0.851) did not exhibit a significant relationship with performance. In light of these findings, the study recommends the implementation of structured knowledge management systems, such as digital knowledge repositories and formal mentoring programs, to facilitate the effective transfer of knowledge and enhance employee performance and operational efficiency across public sector institutions