Strategic HRM Practices and Knowledge Sharing in SMEs of Pakistan; the intervening role of Learning Commitment Presenter Saba Akram

Introduction SMEs constitute nearly 90% of all the enterprises operating in Pakistan (Wahga et al., 2015) it is facing a lot of challenges Researches on performance of employees in SMEs have received special attention (Fukuyama, 1997; Ahmed et al. 2011) Apart from political and economical issues, SMEs need to address organizational level issues (Wahga et al., 2015) This study addresses the issue of knowledge sharing . Here emerge many questions; how to practice and implement knowledge sharing practices? What could be the predictors or the facilitators of Knowledge sharing in SMEs of Pakistan? Etc.

Introduction Jiang et al., (2016) argued that organizational performance gets affected by knowledge sharing SMEs lack in the execution of knowledge sharing Almahamid et al, (2010) suggested that the individual’s learning commitment is an element that impacts his performance Hart (2016) said that inclination towards knowledge sharing increases if individuals are committed to learn

Identified Gap Organizational performance reduces due to unwillingness of employees to share their knowledge with others and there is a dearth of studies that focus on skills of employees to help in sharing knowledge in the organizations (Cheng et al. 2013) According to Malik (2011), there is a lack of research on employees’ commitment to learning in SME sector of Pakistan Literature shows that studies seeking relationship between Strategic HRM Practices and Knowledge Sharing are very scarce and does not tell the “mechanism” through which Strategic HRM Practices impacts Knowledge Sharing Many researches have been conducted on enhancing knowledge sharing via knowledge management system finding knowledge sharing as a determinant to improve performance HRM Practices and Knowledge Sharing

Objective This study aims to provide a mechanism showing that knowledge sharing in SMEs of Pakistan is derived by learning commitment which can be developed through SHRM practices

Research Questions What is the relationship between strategic HRM practices, learning commitment and knowledge sharing in SMEs of Pakistan? Does learning commitment intervene the relationship between strategic HRM practices and knowledge sharing in SMEs of Pakistan?

Research Model

Hypotheses H1: Strategic HRM practices are positively associated with Knowledge sharing in SMEs H2: Strategic HRM practices are positively associated with learning commitment in SMEs H3: Learning commitment is positively associated with Knowledge sharing in SMEs H4: Learning commitment mediates the relationship between strategic HRM practices and knowledge sharing in SMEs

Research Methodology Research Paradigm: Positivist Research Type: Descriptive and explanatory Research Strategy: Quantitative Research Method: Cross-sectional Survey Design Population: SMEs of Pakistan Sampling Technique: Convenience Sampling Participants: Employees of SMEs Unit of Analysis: Individual the major hub of SMEs is situated within the premises of Lahore. The criteria for SMEs is followed according to SME policy 2007 – employment size up to 250, paid up capital up to Rs 25 million and annual sales up to Rs 250 million adopted from the website of SMEDA. Formula for selecting the respondents = 5 * no of items

Instrument Details Tool for Strategic HRM practices was adopted from Daniel et. al. (2008). This tools measures SHRM practices through 24 items using likert scale (1-5) The instrument to measure knowledge sharing was been adopted from Almahamid et al. (2010). This tools measures KS through 7 items using likert scale (1-5) Learning commitment was measured via using 5 items tool by Almahamid et, al. (2010)

Findings & Results This reports that correlation at all variables is significant at 0.01 level. relationship between (SHRM practices) and (Knowledge sharing) is posittive but the model strength is weak

Regression and Mediation Results Moreover sobel test was carried out to check the mediation and the result is=4.367 sig at 0.05. The model strength is moderate but the relation is significant

Discussion Consistent with erstwhile studies, this study suggests that knowledge sharing is affected by Strategic HRM practices (Gong & Chang, 2008; Robertson et al, 2010; Karatepe, 2012) Supported by some empirical researches, knowledge sharing is easier when employees are inclined to acquire, interpret and implement job related knowledge (Lopatto, 2007; Carbery & Garavan, 2007; Thompson & Dohling, 2012; Eijck & Roth, 2009; McMohan et al, 2003; Maurer, 2001)

Inconsistent with results of this study, SHRM practices play a minor role in knowledge sharing (Walker & Boyne, 2005) Cultural difference can be a possible justification of the difference between the results of both studies (Habib et al, 2010) The organizational culture needs to be learning supportive to increase knowledge sharing within the organization (Uddin et al. 2013) 1. Yet most of the studies support the current study 2.The prior study was conducted in the Bangladesh

Practical & Theoretical Implication By providing employees opportunities to prosper employees may acquire interpret use that knowledge to boost up their productivity It tells Organizations to improve or incorporate knowledge sharing in their organization by using strategically aligned HRM practices Researchers can use it as a comparison study Study will be helpful for SMEs of Pakistan by bringing the results of this study into practice

Limitations and Future Directions Longitudinal investigation could not be done owing to the cross-sectional framework tested in this paper The study is gender biased owing to the male dominancy in this sector

The generalizability of this study can be questioned as the respondents from Lahore participated more actively in this study as compared to other regions Further constructs can be added to have more comprehensive study A longitudinal sample can be collected over multiple periods of time

Conclusion The results reveal Strategic HRM practices and knowledge sharing has a significant relationship with each other Learning commitment of employees mediates the relationship between the variables mentioned above This study provides a mechanism through which Strategic HRM practices impacts the knowledge sharing with valid and reliable results of testing of each relationship Hence, consistent with the objectives

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