Knowledge sharing effect on HRM practices and organisational innovation among Malaysia’s four and five star hotels

• Main Authors: Mat, Norsiah, Yaacob, Noorulsadiqin Azbiya, Melhem, Shaker Bani
• Format: Conference or Workshop Item
• Language: English
• Published: 2015
• Subjects: GV Recreation Leisure; HD28 Management. Industrial Management
• Online Access: http://repo.uum.edu.my/17066/1/5.pdf; http://repo.uum.edu.my/17066/
• Institution: Universiti Utara Malaysia

The objective of this study was to: 1) determine the relationship between human resource management practices and organisational innovation, 2) identify the relationship between human resource management practices and knowledge sharing, and 3) examine the mediating effect of knowledge sharing on the relationship between HRM practices and organisational innovation.Data was gathered using an online survey for 200 heads of department in five and four-star rating hotels (53 hotels) in Malaysia.The results of the direct relationships between HRM practices and organisational innovation found a significant and positive influence of the three dimensions of HRM practices (e.g. training & development, compensation and performance appraisal) on organisational innovation.Meanwhile, three (staffing, training & development and compensation) out of four dimensions of HRM practices were found to positively influence knowledge sharing and in turn, knowledge sharing significantly influencing organisational innovation.It was also found that knowledge sharing mediated relationships between training & development and compensation on organisational innovation.Overall, it can be concluded that hotels with a higher level of HRM practices will produce a higher level of innovation through the effects of knowledge sharing. The theoretical contributions and implications of this study were also highlighted.