| dc.description.abstract | The course of high-tech business and the tide of knowledge management bring organization’s core competitive advantages to a new world of knowledge economics. The essential term to keep organization’s advantages is creativity. The purpose of this study is to understand the relationship between high performance practices of human resource management and Rand D staffs’ behavior of knowledge sharing.
This study set training, compensation, performance appraisal, career management, communication and job design as the variables of HRM practices. Moreover, job design is catalogued to 3 factors under analysis, names given as job rotation, job involvement and contact. Besides, we consider the willing and the ability of knowledge sharing as mediating variables. The mediating role of willing and ability in the relationships between HRM practices and knowledge sharing behaviors is explored.
Research results from the survey of 400 RandD employees of high-tech business, the return of 147 effective copies were analyzed by means of using hierarchical regression analysis. We found training, performance appraisal and job rotation have significantly positive effect on knowledge sharing behavior, and compensation, career management, communication, job involvement and contact have no significantly effect. Besides, the ability of knowledge sharing and the willing of knowledge sharing have partly mediating effect to increase sharing behavior, moreover, training and performance appraisal show significantly effect. Job rotation doesn’t show significantly effect, and the possible reason is job rotation should has compelling implication to make employees release their know-how to hand over their job to others, no matter how is the strength of sharing ability and sharing willing. Therefore, the ability of knowledge sharing and the willing of knowledge sharing don’t have mediating effect in the relationship between job rotation and sharing behavior. Lastly, the result of this study shows the cognition of sharing ability has more positive effect to sharing behavior than the one of sharing willing, and the result tells us a possibility, the high-tech business emphasize specific result of productivity and if RandD employees don’t have enough self efficacy toward sharing ability then they won’t show sharing behavior, even they have strong sharing willing, on the contrary, the more the sharing ability RandD employees have, the more the sharing behavior they will show. | en_US |