Knowledge Sharing, Individualism, Collectivism, and Organizational Innovative Behaviour in Public Health Organizations

This paper focuses on investigating the more innovative employees, i.e., individualists or collectivists, in the public sector when it comes to knowledge sharing and organizational culture. The study adopted quantitative research technique and data was collected through an online survey. A field study was conducted and data was obtained from 480 employees working in Pakistan's two major public health institutions so as to test the study's hypotheses. A hierarchical linear regression model was used to test the hypotheses. The results show that there is a significant positive influence of organizational-based knowledge sharing, individual-based knowledge sharing, collectivism, and individualism on organizational innovative behaviour in the organizations. This study also found a significant positive impact of collectivism and individualism as moderators on organizational innovative behaviours. The study further concluded that collectivism has a higher positive impact on organizational innovative behaviour in comparison to individualism

High-Performance Work System & Employee Performance in Public Sector: Testing the Mediating Effect of Job Engagement

The purpose of this paper is to investigate the impact of high-performance work systems on employee performance mediated by job engagement of the employees working in the public sector organization. The paper attempts to explain how high-performance work systems influence the employees and motivate them to perform in the organization. The study goals to deliver the understanding of high-performance work systems that influences job engagement which in turn significantly affects employee performance. To test the study’s hypotheses, we collected data from a field study of 500 employees working in 25 public sector banks. Our results show that a high-performance work system is significantly related to employee performance and this relationship is mediated by job engagement. This shows that employees who are given improved high-performance work systems showed high job engagement along with high employee performances regardless of their gender and other diversity. Perspectives related to high-performance work systems pose a positive outcome on the employee performance are considered dominant in the current investigation

The interaction results of the study2.

Based on the leadership-member exchange perspective, this study proposes that subordinates are more likely to express their voice in a leader-supported work environment, and this relationship is stronger when they have close social ties with their supervisor. In the case of subordinates supported by supervisors, public service motivation serves as a psychological mechanism to promote them to express voice behavior. This study also explains the boundary effect of the supervisor-subordinate’s guanxi perspective in affecting supervisor support and subordinate’s voice behavior. A longitudinal survey of 136 front-line public officers has been conducted to check this theoretical model in China, and their data verified the moderated-mediation model results. Implications for management theory and practice are discussed.</div

The moderating effect of supervisor-subordinate’s guanxi on the relationship between supervisor support and voice behavior.

The moderating effect of supervisor-subordinate’s guanxi on the relationship between supervisor support and voice behavior.</p

Indirect effects test of different conditions(bootstrap = 30000).

Indirect effects test of different conditions(bootstrap = 30000).</p

Means, standard deviations, and correlations.

Based on the leadership-member exchange perspective, this study proposes that subordinates are more likely to express their voice in a leader-supported work environment, and this relationship is stronger when they have close social ties with their supervisor. In the case of subordinates supported by supervisors, public service motivation serves as a psychological mechanism to promote them to express voice behavior. This study also explains the boundary effect of the supervisor-subordinate’s guanxi perspective in affecting supervisor support and subordinate’s voice behavior. A longitudinal survey of 136 front-line public officers has been conducted to check this theoretical model in China, and their data verified the moderated-mediation model results. Implications for management theory and practice are discussed.</div