THE INFLUENCE OF HRM PRACTICES & TRANSFORMATIONAL LEADERSHIP ON EMPLOYEES PERFORMANCE: MEDIATING ROLE OF KNOWLEDGE HIDING

Abstract

This study examines the impact of Human Resource Management (HRM) practices and transformational leadership on employee performance, with a focus on the mediating role of knowledge hiding. As organizations strive to enhance employee performance through effective HRM and leadership, understanding the underlying mechanisms that influence performance becomes crucial. Employing a quantitative research design and sample of employees from manufacturing SMEs, study used structured questionnaire to collect data, Partial Least Squares Structural Equation Modeling (PLS-SEM) for analysis. Findings revealed that HRM practices significantly & positively affect employee performance but also contribute to knowledge hiding. Transformational leadership positively influences employee performance and knowledge hiding, though its impact on the performance is less direct compared to HRM practices. This study offers original insights into complex interplay amid HRM practices, transformational leadership, and knowledge hiding, highlighting standing of addressing knowledge hiding to optimize employee performance. Recommendations include refining HRM practices to prevent knowledge hiding and training leaders to manage knowledge sharing effectively.