African Journal of
Business Management

  • Abbreviation: Afr. J. Bus. Manage.
  • Language: English
  • ISSN: 1993-8233
  • DOI: 10.5897/AJBM
  • Start Year: 2007
  • Published Articles: 4187

Full Length Research Paper

The influence of commitment-based HR practices and knowledge-sharing on employees’ innovation performance

  Wann-Yih Wu1,2 and Feng-Hui Lee2*        
  1Institute of International Management, National Cheng Kung University, University Road 1, Tainan, Taiwan. 2Department of Business Administration, National Cheng Kung University, University Road 1, Tainan, Taiwan.
Email: [email protected]

  •  Accepted: 20 June 2013
  •  Published: 28 June 2013

Abstract

 

In this study, we examine firms that have implemented 5 single commitment-based human resources (HR) practices (CBHRPs), including participation, work design, training and development, performance appraisal, and compensation and rewards. This study uses a sample of 402 employees and 116 managers from 116 high-tech firms in Taiwan. The following results were obtained: (a) only participation, work design, training and development, and compensation and rewards positively influence knowledge-sharing (KS) and innovation performance, and (b) only KS positively mediates the relationship between participation, work design, training and development, and innovation performance. However, based on the perspective of strategic human resource management, when firms bundle these 5 CBHRPs together, the following results were obtained: (a) bundled CBHRPs positively influence KS and innovation performance, and (b) KS positively mediates the relationship between bundled CBHRPs and innovation performance.

 

Key words: Commitment-based HR practices (CBHRPs), hierarchical linear model (HLM), innovation performance, knowledge-sharing.