Bridging Knowledge based Human Resource Practices and Employee Retention: The Integrative Role of Innovation Work behavior, Social Capital, and Knowledge-Sharing Behavior

The main objective of this research is to examine how knowledge-based HR practices influence employee retention through social capital and knowledge-sharing behavior and how knowledge-based HR practices affect employee retention through innovative work behavior in both private and public sectors in Saudi Arabia. PLS-SEM was deployed to analyze data and examine the study's hypotheses. Data were gathered through a self-administered questionnaire distributed using a purposive sampling technique from a sample of 249 participants. The findings highlight that innovative work behavior positively and significantly mediates the association between knowledge-based HR practices and employee retention. Additionally, a serial indirect effect of social capital and knowledge-sharing behavior positively influenced the relationship between knowledge-based HR practices and employee retention. This study used a cross-sectional rather than a longitudinal research design, which is a limitation. To generalize the result, more extensive research is needed to investigate further the relationship between knowledge-based HR practices and employee retention. This model can be applied to other sectors and services. This research offers valuable theoretical and practical implications and extends the social exchange theory. Organizations should focus on knowledge-based HR practices to increase employee retention by supporting innovative ideas with resources and incentives. Knowledge-based HR practices can help organizations retain employees through career development, mentoring, and coaching.