臺灣博碩士論文加值系統

Public sector organizations are mainly knowledge-intensive organizations and to exploit their knowledge, effective knowledge sharing among individual employees and between the different departments is required. The attention to the practices of knowledge management is no longer exclusive to the private sector, it is also very important for the public sector (Suzana and Kasim, 2008). This study considered the knowledge sharing variable to be significantly correlated to organizational citizenship behaviours and the perceived satisfaction of human resource management (HRM) practices. We specifically examined the moderating effect that the perceived satisfaction of human resource management practices will have on organizational citizen behaviour and knowledge sharing.
Focusing on the employees in the public sector as the sample in the study, the results of the study shows that the correlation between organizational citizenship behavior and knowledge sharing is positive. The perceived satisfaction of human resource management practices as it turned out did not strongly support knowledge sharing behaviour. Further the perceived satisfaction of human resource management practices partially moderated the relationship between organizational citizenship behaviour and its five dimensions and knowledge sharing behaviour.
It would be premature to conclude, on the strength of the evidence presented in this thesis that the satisfaction of human resource management practices and organizational citizenship behaviour is not positively related to knowledge sharing behaviours. Further research would be needed to explore the relationship between the satisfaction of human resource management practices and organizational citizenship behaviour on the one hand and knowledge sharing behaviour on the other hand, among employees in the public service.

Public sector organizations are mainly knowledge-intensive organizations and to exploit their knowledge, effective knowledge sharing among individual employees and between the different departments is required. The attention to the practices of knowledge management is no longer exclusive to the private sector, it is also very important for the public sector (Suzana and Kasim, 2008). This study considered the knowledge sharing variable to be significantly correlated to organizational citizenship behaviours and the perceived satisfaction of human resource management (HRM) practices. We specifically examined the moderating effect that the perceived satisfaction of human resource management practices will have on organizational citizen behaviour and knowledge sharing.
Focusing on the employees in the public sector as the sample in the study, the results of the study shows that the correlation between organizational citizenship behavior and knowledge sharing is positive. The perceived satisfaction of human resource management practices as it turned out did not strongly support knowledge sharing behaviour. Further the perceived satisfaction of human resource management practices partially moderated the relationship between organizational citizenship behaviour and its five dimensions and knowledge sharing behaviour.
It would be premature to conclude, on the strength of the evidence presented in this thesis that the satisfaction of human resource management practices and organizational citizenship behaviour is not positively related to knowledge sharing behaviours. Further research would be needed to explore the relationship between the satisfaction of human resource management practices and organizational citizenship behaviour on the one hand and knowledge sharing behaviour on the other hand, among employees in the public service.

Chapter 1: Introduction 1
1.1 Research background 1
1.2 Research objectives 2
1.3 Organizational scope of the study 3
1.4 Research procedure 3
1.5 Structure of the study 5

Chapter 2: Literature Review 6
2.1 Introduction 6
2.2 Knowledge sharing 6
2.3 Organizational citizenship and behaviour 12
2.4 Human resource management practices 15

Chapter 3: Research Method 29
3.1 Introduction 29
3.2 Theoretical framework 29
3.3 Research hypotheses 30
3.4 Operational definitions 40
3.5 Analysis methods 42

Chapter 4: Research Results and Discussion 46
4.1 Introduction 46
4.2 Reliability statistics 46
4.3 Summary statistics 47
4.4 Level of study variables 48
4.5 Hypothesis testing 49
4.6 Discussion and findings 69

Chapter 5: Conclusion and recommendations 77
5.1 Summary and conclusion 77
5.2 Limitations of the study 78
5.3 Managerial implications 79
5.4 Suggestions for future research 81
5.5 Concluding remarks 82

References 84
Appendices 95

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