The Impact of Digitalized HR Practices on Employee Work Performance: The Roles of Knowledge Sharing and Organizational Learning Culture

Abstract

The technology of human resource management (HRM) has undergone a fast digitalization process in such a way that the traditional HR processes have changed into being strategic and technology-facilitated functions. The paper has examined the effects of digitalized HR practices (DHRP) on employee work performance (EWP) and knowledge sharing (KS), with knowledge sharing as a mediating factor and organizational learning culture (OLC) as a moderating factor. The paper has used Social Exchange Theory and a quantitative survey of 342 employees working across various sectors in Pakistan, and examined the data using Partial Least Squares Structural Equation Modeling (PLS-SEM). It has been found that DHRP is a great boost both directly and indirectly to EWP via KS. Additionally, OLC enhances interconnection between DHRP and KS as evidence of the friendly importance of the organizational culture in extracting the maximum value of digital HR investments. The research has a theoretical value in that it combines technology, behavioral, and cultural processes within the context of HRM and provides practical advice to managers who have to encourage knowledge-sharing behaviors and performance in work settings that are digitally enabled.