Search results

By definition the practice of job‐sharing starts from the premiss that there is a full‐time job to be shared by those who want to balance their work with other commitments. In a public sector institution, such as the National Health Service (NHS), where most employees are female, it seems logical to believe that a job‐sharing policy would be able to promote equal opportunities, to increase employee job satisfaction and to reduce labour costs. Hence, this paper attempts to discuss the advantages and disadvantages of having a job‐sharing policy, and to analyse the reasons for the limited number of job‐sharers in the NHS despite the apparent benefits of job‐sharing to both the employees and the employer. This study was carried out in 15 NHS Trusts in northern England and Scotland, by the use of questionnaires and interviews, and found that most NHS managers did not see the practice of job‐sharing as a major cost‐saving opportunity or as a working pattern that would enhance employee satisfaction and commitment. They saw job‐sharing as just a routine equal opportunities request which did not deserve such managerial attention or long‐term strategic thinking. It is argued in this paper that job‐sharing is a potentially useful option against a background of demographic and other social and economic changes which require the development and use of long‐term strategic policies. Therefore it is concluded that, in the NHS, there is a need for a more active and creative approach to job‐sharing rather than the reactive and passive approach that has dominated the practice so far.

Considers the advantages and limitations of job sharing, with particular reference to librarians. Stresses the importance of communication and equitable division of work and includes two case studies. Concludes that job sharing makes good sense in a female‐dominated profession but that library managers need to be more aware of the job‐sharing option and should create specific job‐sharing contracts. Prospective job‐sharers need encouragement and can learn from the experiences of others in similar working environments.

This paper starts with the assumption that local authorities, under the new public management, may use job sharing as part of an equal opportunities policy in order to attract and retain experienced and professional employees. Data collected from 32 councils in England and Scotland have shown that although most of the female employees would possibly prefer to work flexibly through job sharing, there was little or no established policies for the implementation of job sharing as a means of providing equal opportunities. With the consolidation of the new public management in local authorities in the late 1990s, the approach to the use of job sharing and flexible working in general has changed from emphasising equality to meeting business objectives. The promotion of job sharing is very limited and its implementation often restricted. Job sharing is undermined by a culture of full‐time work and determined by economic motives.

There are very few studies on the impact of job attitude on knowledge sharing. The purpose of this paper is to examine the effects of job involvement, job satisfaction, organisational commitment, and organisational citizenship behaviour (OCB) on employees' knowledge sharing behaviour.

This research is based on a survey of 116 Information Systems personnel in Malaysia. Structural equation modelling is used to test the hypothesis.

The results show that job involvement, job satisfaction and OCB are independent and positively related to employees' knowledge sharing behaviour. However, organisational commitment has a negative relationship with knowledge sharing behaviour. It is found that OCB is not a significant mediator between job involvement, job satisfaction organisational commitment and knowledge sharing behaviour.

It is widely reported that knowledge workers may not be willing to share with others since they can always argue that it is not their job to share. Therefore, knowledge sharing can be regarded as an extra job. OCB is an extra‐role behaviour which is especially relevant to research on knowledge sharing. Theories and research methods in OCB may be used in future research on knowledge sharing.

Given the importance of knowledge sharing in today's competitive business world, this study provides a broader understanding of different dimensions of job attitudes in relation to employees' knowledge sharing behaviours. Our findings suggest that organisational administrators and managers should look into ways of improving the levels of job satisfaction, job involvement, and OCB in order to facilitate knowledge sharing behaviour.

This study makes two distinct additions to the organisational behaviour and knowledge sharing literature. First, job attitudes appear to be significantly related to knowledge sharing behaviour, addressing a research gap in the literature of knowledge sharing and employee attitudes. Second, this study reveals that OCB directly affects knowledge sharing but it does not mediate employees' job attitudes to promote knowledge sharing behaviours.

As knowledge management increasingly becomes critical for the success of professional service firms, this paper uses social exchange theory to investigate the interactive impact of transformational leadership and organizational innovation on online knowledge sharing by employees in professional service firms. This study aims to investigate the mediating roles of job autonomy and job engagement in this process.

Data were collected from a survey of 350 frontline employees in professional service providers, including banking, telecommunication and insurance. Structural equation modeling was used for data analysis.

The results show that transformational leadership positively affects job autonomy, which in turn has a positive impact on online knowledge sharing through job engagement. Thus, job autonomy and job engagement mediate the relationship between transformational leadership and online knowledge sharing. Finally, organizational innovation moderates the relationship between transformational leadership and job autonomy.

This paper extends the knowledge management literature by studying the impact of transformational leadership on the online knowledge-sharing behavior and exploring the focal roles of job autonomy and job engagement in online-sharing behavior in professional service firms. The findings also provide useful implications for practitioners to help them engage employees in the adoption of digital technologies to optimize outcomes.

Describes the practical experiences of job sharing at deputy and director level in an academic library. Details of applying as a job share are given, how the job is organised, strategic responsibilities and managing relationships within the academic context. The importance of good communication is stressed and illustrated with examples of good practice. Barriers to job sharing are discussed, together with the disadvantages and advantages. The authors’ positive experience of job sharing should encourage employees and employers to explore more flexible ways of working, particularly in view of the shortage of suitable candidates at senior manager level in libraries.

The foregoing sections have demonstrated and analysed the range and complexity of vulnerability in the labour market. Its source can be economic or legal, or can derive from characteristics of work or workers. Vulnerability is not a stagnant or even declining phenomenon. Indeed, we have argued that not only are considerably more workers disadvantaged than, say, two decades ago, but that such a situation is compounded by government policy, concepts of core and peripheral workers, and by forces which have created or highlighted unconsidered or new areas of vulnerability. It is arguable that even the much publicised “networkers” who may have relatively attractive terms of work can become isolated and demoralised by working solely at home, and thus suffer yet another form of vulnerability.

This study aims to examine the impact of job-related knowledge sharing on information availability and job satisfaction for information-receiving employees in the public sector. Following self-determination theory, the study suggests that job satisfaction is only partly affected by knowledge sharing itself, but particularly through the availability of job-related information enabling the information receiver to work effectively.

The hypotheses are tested with data from the US Federal Employee Viewpoint Survey from 2018. Additionally, results are replicated with earlier waves of the survey.

Results show the positive impact of job-related knowledge sharing on job satisfaction, whereby the availability of job-relevant information mediates this relationship partially.

This study confirms that managers should provide room for social interactions when introducing knowledge management practices.

The results emphasize that knowledge sharing is a highly social process in which support and relatedness play a significant role in success in addition to the diffusion of information itself.

The purpose of this paper is to examine the relationships between several perceptional and behavioral determinants of employees’ knowledge sharing. Based on the conceptual model of the current research, individuals’ learning orientation was theorized as playing a mediating role in the influences of employees’ satisfaction and organizational commitment on knowledge sharing in the Korean retail service industry.

To analyze variable relationships, a total of 868 cases, collected from the Korean retail service industry, were used. Structural equation modeling was used for analyzing structural influential relationships among the variables.

One of the most important findings is that learning orientation is the key factor influencing knowledge sharing. More specifically, the analysis demonstrated that job satisfaction and organizational commitment have a significant influence on knowledge sharing only through learning orientation in terms of its mediating effect. In other words, learning orientation is a facilitator enhancing knowledge sharing through motivation and intention. The findings of this study have theoretical implications. In addition, an individual’s job satisfaction and organizational commitment could lead to a more active learning orientation and eventually could enhance knowledge-sharing activities.

The findings show that learning orientation is the key factor influencing knowledge sharing. In other words, learning orientation is a facilitator enhancing knowledge sharing through motivation and intention. These findings provide practical implications for practitioners who attempt to promote knowledge sharing among employees.

Most studies have considered the variables of job satisfaction and employee commitment as outcome variables. However, in the research, this paper founds that satisfied and committed employees could be the most critical influencers for organization performance and knowledge improvement.

Technology makes knowledge management easier. Knowledge sharing is essential for organizational development. Job satisfaction fosters knowledge sharing. Hence, this study aims to develop an understanding of the mutual relationship between knowledge sharing and job satisfaction when both are predicted by information technology (IT)-competency dimensions such as IT-operations, IT-knowledge and IT-infrastructure in the context of company performance.

The results were achieved based on the examination of 910 Polish knowledge workers with different roles and experiences across various sectors. Data were analyzed using structural equation modeling method.

The findings suggest that the company’s IT-competency drives job satisfaction and knowledge sharing more strongly for IT industry knowledge workers than for other industries. Also, a stronger mediation function of knowledge sharing and job satisfaction is observed for IT-operations when the IT industry is controlled.

The main value of the study is the empirical evidence that the influence of a particular IT-competency dimension varies for industries when it comes to job satisfaction and knowledge sharing processes.