Improving Human Resource Performance Based on Knowledge Sharing with Intrinsic Motivation as a Moderating Variable (A Study on Employees of the General Election Commission of Central Java Province)

Abstract

As organizations continue to evolve, the challenges associated with human resource management have become increasingly complex. A dynamic work environment necessitates that employees continuously adapt and enhance their capabilities. Within this context, knowledge constitutes a critical organizational asset. However, disparities in employees’ levels of knowledge, if not effectively managed, may give rise to gaps that hinder overall organizational performance. Furthermore, suboptimal knowledge sharing practices may also impede organizational effectiveness, thereby underscoring the importance of intrinsic motivation among employees to achieve optimal performance. This study adopts a quantitative approach, emphasizing the analysis of numerical data through statistical methods. The population of this study comprises 84 employees at the General Election Commission of Central Java Province. The data utilized in this research are primary data, collected directly from respondents through the distribution of structured questionnaires. The results of the study indicate that knowledge sharing has a significant positive effect on HR performance. This suggests that higher levels of knowledge sharing lead to higher HR performance. However, intrinsic motivation is not found to moderate the effect of knowledge sharing on HR performance. The finding that intrinsic motivation is unable to moderate the relationship between knowledge sharing and HR performance provides a crucial managerial signal that internal motivation alone is insufficient to optimize the impact of knowledge exchange within an organization.