Work engagement through social exchange mechanisms: does the role of knowledge-sharing behavior matter?

PurposeThis study aims to examine the role of knowledge-sharing behaviors within the relationships between high-performance work systems (HPWS) and feeling trusted in work engagement. Design/methodology/approachThe sample consisted from 107 employees working in financial services companies in Jakarta, Indonesia, who underwent an acquisition process. In this study, structural equation modeling (SEM) was used to examine the associations between HPWS and feelings of confidence in job commitment. In addition, the Sobel test was used to test the mediation effect of knowledge-sharing behavior. FindingsThis study found that HPWS have a positive relationship with work engagement and knowledge-sharing behaviors. Accordingly, the feeling trusted by supervisors has a positive, non-significant impact on knowledge-sharing behavior. Conversely, the feeling trusted by supervisors has a negative, non-significant impact on work engagement. Finally, this study also found that knowledge sharing does not lead to HPWS and feeling trusted does not improve work engagement. Research limitations/implicationsAlthough this study was conducted in a multicultural country, the analysis of cultural aspects is insufficient analysis. Therefore, future research should consider the cultural aspects to further this form of research. Practical implicationsOrganizations should note that human resource management practices through HPWS play an important role in improving positive employee outcomes. In addition, companies through managers should manage their relationships with subordinates to optimize work engagement. Originality/valueFinancial services companies not only conduct a financial business, but also an information business. This paper is one of the quantitative studies that examines the work engagement of employees from financial companies that have gone through an acquisition process.