Optimizing employee performance through human resource practices: the moderating influence of knowledge sharing

Drawing on self-regulation theory, this study examined the relationships between human resource practices (job design, affective commitment, and intrinsic reward) and employee performance. We also examined the buffering role of knowledge sharing between human resource practices (job design, affective commitment, and intrinsic reward) and employee performance. A survey was conducted through self-administered questionnaires among 236 mid-level, first line managers and executives in the Pakistan’s dairy manufacturing sector. The hypotheses were examined using the structural equation modelling (SEM). The research demonstrates that job design and affective commitment significantly influence employee performance. The intrinsic rewards have an insignificant influence on employee performance. Moreover, the study indicates that knowledge-sharing negatively moderate the link between job design, affective commitment, and employee performance. Nevertheless, knowledge-sharing has insignificant buffering role between the relationship of intrinsic rewards and employee performance. The outcomes of the current study provide imperative theoretical and practical implications, as it elucidates insights into how Pakistan’s dairy manufacturing sector prioritize efficient job designs and promote affective commitment to improve employee performance. Hence, organizations must synchronize knowledge-sharing strategies with job design and affective commitment to maximize performance outcomes. The study also suggests that organizations must review the importance of intrinsic rewards. This study adds to the current body of knowledge by presenting a novel theoretical framework by investigating the impact of three human resource management practices (job design, affective commitment, and intrinsic reward) on employee performance with buffering role of knowledge-sharing in dairy manufacturing sector.