Employee relationship and knowledge sharing

employee relationship and knowledge sharing

The paper raises seven hypotheses that focus on the impact of employees' relationship with tacit knowledge sharing in knowledge-intensive industries and. Request PDF on ResearchGate | Employee relationship and knowledge sharing: A case study of a Taiwanese finance and securities firm | Knowledge is a very. Knowledge sharing may be a power to encourage knowledge exchange and creation knowledge sharing; employee relationship; statistics method; case study.

As such, it was the leading broker, ToChung branch was selected as a test example for this with the largest market share in Taiwan for consecutive test project. In October, the project of knowledge management on the ToChung branch had begun. There were 33 subjects participating foreign investors, as well as future plans for market in this project, including executives, sales members, and development. However, the branch managers in annual analysts Table 1.

For example, rapid expan- sion of branches requires more qualified managers and How to proceed? However, some about their relationships with the firm, and these senior analysts and sales members are reluctant to learn relationship variables could be an index to evaluate new knowledge for selling new products, and new whether the employees would like to share their knowl- recruits take too much time to develop working expertise.

These variables include This does not fit the requirements for Yuanta Securities to working environment, conditions of respect, conditions expand in the market. Indeed, some problems exist in the of support, justice perception, relationship with super- present situation on some branches.

Based on these In the securities industry, analysts and sales members variables, this paper develops a questionnaire including are the type of knowledge worker with knowledge of 22 questions as independent and dependent variables in financial products, markets, and customers.

Also, it is a order to support the test on statistics analysis Table 2. All the 33 subjects participated in the test and all implement knowledge circulation and organizational questionnaires had return validation. However, this presents a dilemma between individual benefits, and rewarding competitions in the Hypothesis, test, and measures organization. Therefore, the first thing that Yuanta In comparing with the design of questionnaire on Securities began to investigate was to find if members of knowledge sharing, Hooff et al.

This hypoth- within and between colleagues in a private section. You believe that working in the firm is safe No decimation or harassment matters while you are in the firm Conditions of respect 2. Your suggestions or comments to the firm are usually respected 9. You believe that your contributions to the firm are necessary The firm is always asking for your suggestions or comments on your work Conditions of support 3.

When you have problems working, the firm can give you full support When you have problems working or privateyou will ask for help from the firm.

The firm treats employees fairly I am satisfied with my current position and payment Work assignments in the firm are fair Relationships with superiors 5.

Your superior cares about you most of time While you have problems on your work, your superior can give you full support You believe that your ambitions can be fulfilled in the firm You believe that you have the prospect for long career development in the firm Your current work is effective Self-learning 7.

In working, I can learn new working skills and knowledge In this firm, I can learn new skills and knowledge from my work The firm is asking me to learn new working skills and knowledge Knowledge sharing It is my pleasure to share my working experience and knowledge to my colleagues voluntarily I will share my working experience and knowledge to my colleagues conditionally reliability of questionnaire?

And further hypothesis and environment and chances of self-learning. Overall, has no ability to develop a well psychological and the means of these seven variables show that the behavioral factors evaluation questionnaire on exploring relationship between employees and the case firm is the process of knowledge sharing on subjects and the case good.

However, the variance is differs with different firm. All variance of variables exceed 1. This means that the ables and 22 questions with statistics hypothesis, test, index of means is not truly reliable to describe conditions and measures.

employee relationship and knowledge sharing

Therefore, it is method can contribute our efforts, experience, and necessary to test differences examination between the findings on the research issue of employee relationship means of different group data. For this, there were two questions: Means and variance are the index in order colleagues conditionally. We find that the means values of No. You believe that working in the firm is safe 4 0.

No decimation or harassment matters while you are in the firm 3. Your suggestions or comments to the firm are usually respected 3. You believe that your contributions to the firm are necessary 3. The firm is always asking for your suggestions or 3.

When you have problems working, the firm can give 3. When you have problems working or privateyou will ask 4. The firm treats employees fairly 3. I am satisfied with my current position and payment. Work assignments in the firm are fair 3.

Your superior cares about you most of time 3. While you have problems on your work, your superior can 3. You believe that your ambitions can be fulfilled in the firm 3. You believe that you have the prospect for long career 4. Your current work is effective. In working, I can learn new working skills and knowledge 4.

In this firm, I can learn new skills and knowledge from my work 3. The firm is asking me to learn new working skills and knowledge 4. It is my pleasure to share my working experience and 4.

I will share my working experience and knowledge to 2. In terms of investigating the differences of employee relationship and knowledge sharing in the case firm, this Reliability of questionnaire paper proposes four hypotheses, as follows: The other variables, such as: This means that the reliability of the ques- H3: The relationship between employees and case firm is tionnaire in this research fits the consistency of reliability not good; employees would like to share working analysis.

The relationship between employees and case firm is different group data with One-way ANONA, as described not good; employees would not like to share working in later section. You believe that working in the firm is safe 0. No decimation or harassment matters while you are in the firm 0. Your suggestions or comments to the firm are usually respected 3 0. You believe that your contributions to the firm are necessary 0. The firm is always asking for your suggestions or comments 0.

When you have problems working, the firm can give you full support 2 0. When you have problems working or privateyou will ask 0. The firm treats employees fairly 3 0. I am satisfied with my current position and payment 0. Work assignments in the firm are fair 0.

Your superior cares about you most of time 3 0. While you have problems on your work, your superior can 0. You believe that your ambitions can be fulfilled in the firm 3 0. You believe that you have the prospect for long career 0. Your current work is effective 0. In working, I can learn new working skills and knowledge 3 0. In this firm, I can learn new skills and knowledge from my work 0. The following section reviews the literature of employee relationship.

Next, the problem of this case study is discussed and the statistical hypotheses, tests and survey results of the case firm are presented. Subsequently, some discussion, extending to suggestions and future works for this research issue, is presented.

employee relationship and knowledge sharing

The final section contains a brief conclusion. Employee relationship Relationship management Most research on relationship management has focused on business's external relationships management, such as: Indeed, it is critical for businesses to attach importance to the relationships in relation to its supply chain as well as demand chain.

By doing so, a business stands in a firm position in its industry and market. For example, most firms claim, 'the customer is always right', meaning that their customers are important and businesses do whatever they can on the process of sales.

Therefore, a call center becomes a channel of customer relationships management for handling customers' complaints and solving their problems. Employee relationships management Employee-employer and employee-organization relationships are part of a business's internal relationship management.

In organizational behavior and theory, for example, organizational citizenship behavior is implemented in two organizations in order to measure the individual-level employee job satisfaction and organizational commitment; and the group-level cohesiveness using hierarchical linear modeling HLM. The paper reveals that employees in more cohesive work groups displayed greater amounts of courtesy than would have been predicted based only on their job satisfaction or organizational commitment.

In addition, the relationship between employee job satisfaction and the amount of courtesy displayed was stronger in the more cohesive groups Kidwell et al. Their findings show that employees with high levels of organization-based self-esteem were less responsive to the perception of organizational uncertainty.

Gopinath and Becker examine the relationships among managerial communication, perceptions of the procedural justice of layoffs, and employee attitudes within the context of divestiture. They suggest that perceptions of the justice of the divestiture explained variance in trust and commitment above and beyond that explained by the perceived justice of the layoffs.

Recently, a paper investigated the potential adverse effects of planning strategic change on the employment relationship using the measure of procedural justice as well.

In this paper, the authors proposed that planning changes can alter the psychological contract, such that employees believe that organization's obligation to the employee will diminish. The findings suggest that reactions to planning changes depend upon perceptions of procedural justice in that employee obligations and intention to remain were only adversary affected by planning when employees perceived the process as unjust Korsgaard et al.

Bell and Menguc propose a model of customer-contact employee management in order to examine organizational citizenship behavior as critical links between aspects of the employee-organization relationship and customers' perception of service quality.

In human resource management, social exchange theory suggests that human resource activities affect the development of employee trust. Good design of human resource activities to build trust can improve organizational effectiveness Whitener, InWhitener implemented a cross-level paradigm and social exchange theory perceived organizational support to explore the relationships among human resource practices, trust-in-management, and organizational commitment.

His findings suggest that human resource practices affect the relationship between perceived organizational support and organizational commitment or trust-in-management Whitener, Lewin presents an analysis of industrial relations IR and human resource HR perspectives on conflict in the employment relationship. IR's premises about such conflict are that it stems from an employer-employee power imbalance, is enduring, and often requires institutional interventions in the form of legislation to correct the power imbalance.

HR's premises about employment relationship conflict are that such conflict stems from poor management, can be partially reduced by organizational and workplace innovations that build an employer-employee unity of interests. Using literature review, synthesis, and discussion, Naumann et al. Employee relationship and knowledge sharing From the above literature review, we derive two findings. The first is that the success of knowledge sharing in business is not only technological but also related to behavioral factors.

The second finding is that employee relationships are an index in order to examine the satisfaction, respect, confidence, justice, and trust relationships between employee-employer and employee-business. This index may be the standard where the environment of business is essentially a matter of establishing to what extent employees are willing to share knowledge with others. Thus, trust is a fundamental aspect of cooperative work and is at play whenever people exchange information.

Therefore, systems for managing knowledge and sharing expertise must recognize the perceived value of forming a perception of the credibility of individual pieces of knowledge Hertzum, After its merger with the Sampo Securities and the Compass Securities inYuanta became the largest securities corporation, with a leading position in the Taiwan securities industry.

Why it needs knowledge sharing? Yuanta has an excellent position in the securities industry, including brilliant figures in business operations, high reputation and recognition by domestic and foreign investors, as well as future plans for market development.

However, the branch managers in annual business conference proposed some questions and issues to the headquarters in For example, rapid expansion of branches requires more qualified managers and staff; and the new product releases, such as Derivative Financial Products, Real Estate Securities, Hybrid Securities, etc.

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However, some senior analysts and sales members are reluctant to learn new knowledge for selling new products, and new recruits take too much time to develop working expertise. This does not fit the requirements for Yuanta Securities to expand in the market.

Indeed, some problems exist in the present situation on some branches. In the securities industry, analysts and sales members are the type of knowledge worker with knowledge of financial products, markets, and customers. Also, it is a highly competitive environment for not only the businesses, but also for individuals in this industry.

If Yuanta Securities wants to speed up new recruit training and to learn knowledge on selling new financial products, then knowledge sharing by employees becomes necessary to implement knowledge circulation and organizational learning.

However, this presents a dilemma between individual benefits, and rewarding competitions in the organization. Therefore, the first thing that Yuanta Securities began to investigate was to find if members of organizations in Yuanta had a knowledge-sharing culture, and what were employees' attitudes and intentions towards knowledge sharing with colleagues.

In order to examine this problem, one of business branches, ToChung branch was selected as a test example for this test project. The ToChung branch had best sales record from to and is a successful branch in Taipei County, outside of Taipei. When it makes a start?

In October, the project of knowledge management on the ToChung branch had begun. The objective of this project is to explore employees' attitude and intention on knowledge sharing with colleagues. In addition, employees' relationships with the organization were the variable to observe the influence of attitudes and intentions on knowledge sharing.

There were 33 subjects participating in this project, including executives, sales members, and analysts Table 1. After 1-month field interview with individual employees, this project finds some variables that concern employees about their relationships with the firm, and these relationship variables could be an index to evaluate whether the employees would like to share their knowledge with other colleagues. These variables include working environment, conditions of respect, conditions of support, justice perception, relationship with superiors, self-satisfaction, and self-learning.

Based on these variables, this paper develops a questionnaire including 22 questions as independent and dependent variables in order to support the test on statistics analysis Table 2. In December, the questionnaire was tested on the subjects. All the 33 subjects participated in the test and all questionnaires had return validation.

Hypothesis, test, and measures In comparing with the design of questionnaire on knowledge sharing, Hooff et al. However, no detail descriptions express on how no other variables of questionnaire been designed? What is the reliability of questionnaire? And further hypothesis and test on their questionnaire are lack to demonstrate on evaluating effective knowledge management.

Due to the limit of time and money a half-year projectthis project has no ability to develop a well psychological and behavioral factors evaluation questionnaire on exploring the process of knowledge sharing on subjects and the case firm.

However, based on subject's interview and above-mentioned references, this paper designs and proposes a knowledge sharing questionnaire including seven variables and 22 questions with statistics hypothesis, test, and measures.

By doing so, we expect that this proposed method can contribute our efforts, experience, and findings on the research issue of employee relationship and knowledge sharing.

Descriptive statistics analysis is used to investigate the statistical conditions and deviations of questions on questionnaire. Means and variance are the index in order to examine the questionnaire replies from subjects describing the distribution condition of test samples.

The result of descriptive statistical analysis is illustrated in Table 3. In Table 3the variables of 'Working environment', 'Conditions of respect', 'Conditions of support', 'Justice perception', 'Relationships with superiors', 'Self-satisfaction', and 'Self-learning' are all have positive attitudes for the relationship between employees and the case firm with their means. In addition, the means of 'Conditions of respect', 'Conditions of support', 'Justice perception', 'Relationships with superiors', and 'Self-satisfaction' all also exceed 3.

Overall, the means of these seven variables show that the relationship between employees and the case firm is good. However, the variance is differs with different variables. All variance of variables exceed 1.

This means that the index of means is not truly reliable to describe conditions from subjects' opinion on these questions. Therefore, it is necessary to test differences examination between the means of different group data.

On the other hand, the variable of 'knowledge sharing' is significant. For this, there were two questions: One was 'It is my pleasure to share my working experience and knowledge to my colleagues voluntarily. The former question is to investigate subjects' attitude toward knowledge sharing voluntarily with positive direction expression; and the latter was to test subjects' intention toward knowledge sharing unconditionally with opposite direction expression.

We find that the means values of No. This may indicate that subjects agree to share their knowledge with colleagues unconditionally and voluntarily from the index of means. However, the variance of 'Knowledge sharing' is 1. Thus, there should be a test on examining differences of the means on different group data.

Reliability of questionnaire In Table 4we find that the variables of 'Working environment', 'Justice perception', 'Self-satisfaction', 'Self-learning', and 'Relationships with superiors' all have good reliability in their Cronbach's -value, which is higher than 0.

The other variables, such as: This means that the reliability of the questionnaire in this research fits the consistency of reliability analysis. The variable of 'Knowledge sharing' is the dependent variable in terms of implementing statistical hypothesis and tests in the differences of means on different group data with One-way ANONA, as described in later section.

Hypothesis In terms of investigating the differences of employee relationship and knowledge sharing in the case firm, this paper proposes four hypotheses, as follows: The relationship between employees and case firm is good; employees would like to share working knowledge and experience with colleagues voluntarily.

The relationship between employees and case firm is good; employees would like to share working knowledge and experience with colleagues unconditionally. The relationship between employees and case firm is not good; employees would like to share working knowledge and experience with colleagues conditionally.

The relationship between employees and case firm is not good; employees would not like to share working knowledge and experience with colleagues. In contrast, we consider that bad relationship and knowledge sharing reluctantly and conditional are those samples where the mean value is below 2.

According to these hypotheses, this paper concludes that the variables of 'Working environment', 'Conditions of respect', 'Conditions of support', 'Justice perception', 'Relationships with superiors', 'Self-satisfaction', and 'Self-learning' are independent variables and the variable of 'Knowledge sharing' is a dependent variable.

Test Methods developed for examining differences between the means of several groups are classified under the general titles of analysis of variance ANOVA.

ANOVA used to determine whether samples from two or more groups come from populations with equal means. Analysis of variance employs one dependent measure, whereas multivariate analysis of variance compares samples based on two or more dependent variables. This paper uses one-way ANOVA to test the differences of the means between independent variables and dependent variable. In Table 5the F-values of 'Conditions of respect', 'Justice perception', and 'Relationships with superiors' indicate that those variables reach significance level, so that these variables of difference between employees and the case firm are statistically significant for the difference between independent and dependent variables.

This means that the difference of 'Conditions of respect', 'Justice perception', and 'Relationships with superiors' from employees could affect their attitudes towards knowledge sharing.