Knowledge-Oriented Hrm And Organizational Learning Capability: The Mediating Role Of Knowledge Sharing In Government Employee Performance

Hendra Gunawan

doi:10.61912/lajumen.v4i2.206

Authors

Hendra Gunawan Institut Bisnis dan Keuangan Nitro Makassar

DOI:

https://doi.org/10.61912/lajumen.v4i2.206

Keywords:

Employee Performance, Knowledge-Oriented HRM, Knowledge Sharing, Organizational Learning Capability

Abstract

Knowledge management in public organizations requires human resource practices that deliberately support knowledge acquisition, development, exchange, and use, together with a learning environment that converts work experience into collective capability. This study examines the effects of Knowledge-Oriented HRM and Organizational Learning Capability on government employee performance through Knowledge Sharing at the Food Crops, Horticulture and Livestock Service of West Sulawesi Province. The analytical model uses 92 employee responses, four reflective constructs, and 20 indicators measured on a five-point Likert scale. PLS-SEM evaluation covers convergent validity, discriminant validity, reliability, path coefficients, R², f², Q², and model-fit diagnostics. The pre-test shows indicator loadings ranging from 0.893 to 0.951, reliable constructs, and positive significant relationships for H1–H7. Knowledge Sharing accounts for 57.25% of explained variance, while Employee Performance accounts for 54.70%. The indirect effects of Knowledge-Oriented HRM and Organizational Learning Capability through Knowledge Sharing are also significant. These analytical findings position knowledge sharing as a pathway linking HR architecture and organizational learning capability with employee performance.

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