Personnel Performance Through Knowledge Sharing Behavior

Mochamad Faizal Fadli

Abstract


Abstract. This study aims to analyze the effect of organizational justice on the performance of police personnel, with knowledge sharing behavior as a mediating variable. Personnel performance is an important aspect in supporting the success of police duties and functions, which is determined by various internal and external factors, one of which is the perception of justice in the organization. Organizational justice in this study is described into two main dimensions, namely procedural justice and interactional justice. Both dimensions are believed to be able to influence personnel behavior in terms of their willingness to share knowledge, which in turn has an impact on improving performance. This study uses a quantitative explanatory approach with a census method on all Cirebon Police personnel as many as 121 people as respondents. The data analysis technique was carried out using the Structural Equation Modeling (SEM) method with the Partial Least Square (PLS) approach. Variable measurements were carried out with relevant indicators based on the theory of organizational justice, knowledge sharing behavior, and human resource performance. The results showed that procedural justice and interactional justice had a positive and significant effect on knowledge sharing behavior. Furthermore, knowledge sharing behavior also had a significant effect on improving personnel performance. This finding confirms that the creation of a fair work environment, both in the decision-making process and in interactions between individuals, can encourage personnel to be more open in sharing information, experiences, and knowledge. This collaborative attitude ultimately increases the effectiveness of individual and team work in police organizations. This study provides theoretical contributions in enriching the study of organizational justice and knowledge sharing behavior as determinants of performance. From a practical perspective, the results of this study can be used as a basis for formulating managerial policies to create a fair, collaborative, and performance-oriented work environment.


Keywords


Keywords: Interactional; Justice; Knowledge; Organization; Procedural.

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References


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DOI: http://dx.doi.org/10.30659/jrbi.v22i2.45624

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