How to increase organizational learning and knowledge sharing through human resource management processes

Abstract

The purpose of this paper is to examine how human resource management (HRM) processes and knowledge sharing affect organisational learning within the context of steel industry. Drawing from the literature on HRM, this study hypothesises and tests the relationship between HRM processes, knowledge sharing and organisational learning. The authors used survey research to collect the data. The PLS path modelling approach was used to analyse the data and the conceptual model. The empirical results from the structural model suggest that three out of five HRM processes (i.e., training, job design and job quality) influenced knowledge sharing. Furthermore, knowledge sharing was a direct antecedent of organisational learning.