Ekonomika a management
WHY EMPLOYEES SHARE THEIR KNOWLEDGE
Motivation research has a long history of considering employee motives and needs, and it is still popular. To find the reason, it is not necessary to look for a long time. Numerous studies have shown that employees could be the most valuable asset that organizations have. Employees, with their knowledge, skills, abilities, and work attitudes, influence how efficiently resources and means are used. Kazdová (2012) says that the employee who is motivated speaks about the firm positively, sees his/her future in the firm, and makes an extra effort which leads to the improvement of organizational outputs. According to Swift, Balkin, and Matusik (2010), employee motivation influences knowledge sharing in the organization, among other things. If the employee is motivated, he/she is more willing to share knowledge (Hau, Kim, Lee, & Kim, 2013).
Jméno a příjmení autora:
Knowledge sharing, intrinsic motivation, extrinsic motivation, organization
DOI (& full text):
Sharing knowledge among employees reduces the risk of losing unique knowledge, contributes to higher productivity and to higher quality, to better problem-solving, to reducing costs, and to…více
Sharing knowledge among employees reduces the risk of losing unique knowledge, contributes to higher productivity and to higher quality, to better problem-solving, to reducing costs, and to organizational innovativeness. Knowledge sharing is driven by employee motivation for it. Nevertheless, motivation is not a simple construct. Therefore, the goal of this study was to find out which kind of motivation is essential to knowledge sharing. An inventory taking into account
three types of motivation (hedonic intrinsic, normative intrinsic, and extrinsic) was constructed and a principal axis factor analysis was done. 229 participants from nine organizations fulfilled the questionnaire aimed at their motivation to knowledge sharing. The factor analysis confirmed the questionnaire construction and the inventory demonstrates a high reliability. Based on the mean of the indexes that were calculated, hedonic intrinsic motivation seemed to be the main driver of knowledge sharing. However, the relationship between motivation for knowledge sharing and the intensity of knowledge sharing in the organization was examined as well (N = 99). Motivation for knowledge sharing and all its factors were identified to be significantly related to knowledge sharing. All of these correlations were positive, and in the case of normative intrinsic motivation the correlation was moderate. That is why rather normative intrinsic motivation (and not hedonic intrinsic motivation) is essential. Additionally, the results showed no significant correlation between hedonic intrinsic motivation and extrinsic motivation. The study indicates that managers in the Czech Republic should support employee organizational commitment if they want to achieve a higher intensity of knowledge sharing.
Ekonomika a management