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Advances in Social Sciences Research Journal – Vol. 9, No. 8
Publication Date: August 25, 2022
DOI:10.14738/assrj.98.12746. Nishat, S. S., Haque, M. A., & Tazin, F. (2022). Mediating Effect of Organizational Commitment between Job Security and Employee
Knowledge Sharing Behavior in the Telecommunication Sector of Bangladesh. Advances in Social Sciences Research Journal, 9(8).
61-70.
Services for Science and Education – United Kingdom
Mediating Effect of Organizational Commitment between Job
Security and Employee Knowledge Sharing Behavior in the
Telecommunication Sector of Bangladesh
Sabrina Sharmin Nishat
Lecturer, Department of Business Administration in
Management Studies, Bangladesh University of Professionals
Dhaka, Bangladesh
Md. Anamul Haque
Assistant Professor, Department of Management Studies
Comilla University, Cumilla, Bangladesh
Farzana Tazin
Lecturer, Department of Business Administration in
Management Studies, Bangladesh University of Professionals
Dhaka, Bangladesh
ABSTRACT
The main purpose of the study is to determine how the Bangladeshi
telecommunications sector can sustainably exercise its employees' knowledge
sharing behavior in order to gain a competitive edge in the local and global
marketplace through the mediating effect of organizational commitment between
knowledge sharing behavior and job security. Data for this study has been collected
using a questionnaire survey from 189 participants of which 162 were found to be
fit for further analysis adapting the Partial Least Square method. Results of the
study showed significant effect of employee perception of job security on their
knowledge sharing behavior. Once more, job security showed a strong positive
correlation with organizational commitment. For organizational commitment,
knowledge sharing behavior were also found to be increased. To conclude, the
mediating relation was also found to be significant in this study. Thus, it might be
suggested that management of these telecommunication organizations require to
be more considerate about increasing on employee knowledge sharing behavior in
terms of knowledge collecting and knowledge donating which may help them to
attain sustainable competitive advantage in the industry. Therefore, it is essential
for the organization to ensure employee continuity in the workplace which may
minimize their depression to contribute more.
Keywords: Job security, organizational commitment, knowledge sharing behavior,
telecommunication industry, Bangladesh.
INTRODUCTION
Dominant research works in the field of contribution and significance of human assets in
developing and upgrading their working organizations along with the employee community’s
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excellence stress on the prime factor that the key to growth of any group or community is the
relentless effort to develop its human assets (Alam, Hoque, Ismail, & Mishra, 2013). The findings
of researchers of human resources indicate that a worthy and expert set of employees can act
a prime and ongoing stimulator in nurturing and developing communities and organizations.
Henceforth, by understanding their requirements and figuring out paths to fulfilling
requirements the respective authority can achieve organizational commitment from the
employees (Part, 1999). It is a dearth need of the organizations in the current situation to
withhold a dynamic, innovative and highly committed group of employees (Shagholi , 1999).
Job security has a big impact on an organization's performance as well as the team's overall
effectiveness and commitment. People lose optimism in the future when working for companies
that offer insufficient job security, which affects their commitment and output (Mehrizi , 2016).
People who are more emotionally attached place more significance on the company's objectives
and achievements than they do on their own ambitions and aims. These feelings of emotional
attachment motivate people to share their knowledge and insights with other employees
(Schreurs, Hetty , Günter, & Germeys, 2012).
LITERATURE REVIEW
Job security
The certainty of a worker's continued employment as a result of the overall economic situation
of the country is known as job security (James, 2012). It is worried about the possibility or
likelihood of someone keeping their employment (Adebayo, & O., 2012). It talks about the
chance that workers will remain at their occupations in order to avoid losing their jobs (Simon,
2011). Jobs without an indefinite contract or those whose duration cannot be reasonably
guaranteed are seen as insecure. The staff reportedly doesn't have to worry about losing their
jobs or being sacked from their current positions. Occupational activities and jobs have
different levels of job security. Job security is the promise made to a worker that they will stay
in their current position for as long as they want. It is a pledge made by a company or
organization that its staff members will be retained for a reasonable amount of time without
experiencing wrongful termination (Adebayo, & O., 2012). Numerous factors, including
employment contracts, collective bargaining agreements, labor laws, and individual factors like
education, work experience, job functional areas, industries, locations of employment, etc., are
significant in determining the demand for a person's services and have an impact on that
person's personal job security (Adebayo, & O., 2012). On the other extreme, a person's job
security could be ensured by having the vital or necessary abilities and prior experience that
employers demand, subject to the present business environment and economic climate
(Adebayo, & O., 2012). Most people believe that particular professions and job types have good
job security. For instance, employment in the public sector, such as those in education,
healthcare, and law enforcement, are seen as being relatively secure. In contrast, occupations
in the private sector are seen as having lesser job security, which may also depend on the sector,
location, occupation, and other factors (Adebayo, & O., 2012).
Knowledge sharing behavior
In a dynamic, competitive market, knowledge may provide organizations with a long-lasting
competitive advantage, making it the organization's most valuable strategic resource. Because
it is believed to have a substantial impact on an organization's success, knowledge management
deserves our attention. It is crucial to make it easier for people to create, share, and use
information because it is the most crucial component of modern businesses (Ipe, 2003).
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Nishat, S. S., Haque, M. A., & Tazin, F. (2022). Mediating Effect of Organizational Commitment between Job Security and Employee Knowledge
Sharing Behavior in the Telecommunication Sector of Bangladesh. Advances in Social Sciences Research Journal, 9(8). 61-70.
URL: http://dx.doi.org/10.14738/assrj.98.12746
Knowledge sharing is distinct from knowledge transfer and knowledge exchange. Though
"knowledge exchange" and "knowledge sharing" have frequently been used interchangeably,
knowledge transfer refers to both the sharing and the acquisition of information sources.
Transferring knowledge between various departments, organizations, and units is referred to
as knowledge transfer (Wang & Noe, 2010).
Sharing knowledge within an organization boosts productivity and efficiency. In order for the
organization to profit, employees are obliged to participate in knowledge-sharing activities.
However, most often, people choose not to share their expertise and give personal reasons why.
These arguments include a lack of faith in their coworkers and a fear of losing position or
authority. Another factor can be the organizational structures that favor individual success over
that of groups or teams. People feel they own their information because they are in constant
control of it. They are unwilling to cede ownership of their information to others because they
believe that doing so will result in them losing control over it (PIERCE, KOSTOVA, & DIRKS,
2002). People believe information is their personal psychological property because they
acquire it, control it, or generate it; as a result, they desire to withhold it (Brown & Robinson,
2007).
Organizational commitment
Organizational commitment is the drive a worker has to feel a part of their employer. It was
described by (Meyer & Allen, 1991) defined it as a psychological bond between a company and
its employees, in which the latter are less likely to quit. The three types of commitment have
been separated: affective, continuing, and normative. Affective, continuous, and normative
commitment are the three forms. When a worker is emotionally invested in the company and
is less likely to depart, that is when they are showing affective commitment. Continuous
commitment refers to a worker's decision to stay after giving it some thought. Consequently, a
worker's desire to remain and sense of belonging to the company where they work is founded
on a psychological connection (Veličković, et al., 2014).
RESEARCH GAP
Job security and organizational commitment, as well as organizational commitment and
knowledge-sharing behavior, are shown to be substantially connected in the research. While
numerous studies in the literature indicate a beneficial association between job security and
employees' knowledge-sharing behavior, contrarily, it has aided the opposite phenomenon.
Given this fact, it is yet unknown which of the aforementioned conditions a growing nation like
Bangladesh will experience. Furthermore, there is a dearth of credible research on
organizational commitment as a mediating factor between employee knowledge sharing and
job security in Bangladesh's telecommunications sector. This study is intended to explore the
mediating role of organizational commitment between job security and employee knowledge
sharing behavior in the Bangladeshi telecommunications industry, taking into account these
two gray areas as research gaps.
HYPOTHESIS DEVELOPMENT
Job security and knowledge sharing behavior
Knowledge sharing is the term used to describe extended interpersonal contacts that lead to
the successful and positive transfer of knowledge and expertise. Individuals encounter
challenges in this dynamic process, but they gain from the long-term advantages of applying
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knowledge. People need to be highly capable and willing, and they need to have proper job
security in order to build a successful knowledge sharing process (Mehrizi , 2016). Henceforth,
the following hypothesis may be formulated:
Hypothesis 1: Job security has positive influence on knowledge sharing behavior.
Job security and organizational commitment
Job security significantly influences the team's overall effectiveness and commitment, as well
as the organization's performance (Akpan, 2013). Businesses with inadequate job security
make individuals lose hope in the future, which has an impact on their commitment and
performance. He confirmed that an employee is more likely to perform his work well and boost
organizational commitment if he has high job security, which is reflected in the organization's
overall success (Schreurs, Hetty , Günter, & Germeys, 2012).
Hypothesis 2: Job security has positive influence on organizational commitment.
Organizational commitment and knowledge sharing behavior
Organizational commitment can be seen in a person's identification with an organization,
involvement in that organization, and level of loyalty to that organization (Hur & L. Perry,
2019). The person's attitudes, sentiments, and obligations toward the organizations are all
parts of commitment. People who have higher levels of emotional attachment place more
significance on the company's objectives and accomplishments than they do on their own
objectives and aspirations (Iqbal, Muneer, Khan, & Long, 2014). They also prefer to impart their
expertise and ideas to other workers termed as knowledge sharing (Rehman, Hafeez, Aslam,
Maitlo, & Syed, 2020).
Hypothesis 3: Organizational commitment has positive influence on knowledge sharing
behavior.
Organizational commitment as a mediator
Employees' sense of dedication ultimately drives them to share their expertise with other team
members. When employees start sharing their expertise, it becomes much easier for
organizations to promote a culture of knowledge sharing, enabling them to succeed over the
long run and subsequently bring value to the organization (Li, Zhang, Zhang, & Zhou, 2017).
Previous studies have shown that organizational commitment plays a key role in mediating the
relationship between information sharing behavior and HRM practices, which promotes
creative performance in businesses (Agarwala, 2003; Benkhoff, 1997; Thompson & Heron,
2005 and Yeung & Berman, 1997).
Hypothesis 4: The association between employee knowledge sharing behavior and job
security is mediated by organizational commitment.
METHODS
Sample
This study aimed at including employees who weres working in the telecommunication sector
in Bangladesh. Data required for conducting this study has been collected in between February
and April, 2022. Since the headquarters of the leading telecommunication service providers are
located in Dhaka, it has been chosen as a suitable sampling frame. 460 questionnaires were
purposely given out to the staff, and 189 of them were returned. Among these 189
questionnaires, 27 of them were deducted due to inconsistency or incomplete information. In
total, 162 questionnaires were found to be fit for further data analysis with a response rate of
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Nishat, S. S., Haque, M. A., & Tazin, F. (2022). Mediating Effect of Organizational Commitment between Job Security and Employee Knowledge
Sharing Behavior in the Telecommunication Sector of Bangladesh. Advances in Social Sciences Research Journal, 9(8). 61-70.
URL: http://dx.doi.org/10.14738/assrj.98.12746
41%. Smith, Scammon and Beck (1995) approved that a rate of response as low as 30% can be
treated as reasonable and validated for data analysis. Additionally, a sample size of 100 has
been repeatedly justified by many to be adequate for analyzing using Partial Least Square
method (Hair, Black, Babin, Anderson, & Tatham, 2010). Henceforth, the sample size of this
study can now be easily taken into account for analysis.
Measures and data analysis technique
In this study, information sharing has been examined from two angles: knowledge donation
and knowledge gathering. The participant's opinions on both sharing and acquiring
information have been evaluated using a total of 10 item scales (Hooff & Ridder, 2004). Adapted
from the 24 item-scale initially established by Meyers and Allen, the 8 item Organizational
Commitment Scale measures organizational commitment and has been divided into three sub- groups: affective commitment, continuation commitment, and normative commitment (1990).
On the other side, seven components from the Job Security Scale (JSS) created by Hellgren,
Sverke, and Isaksson have been modified (1999).
In this study, information sharing has been examined from two angles: knowledge donation
and knowledge gathering. The participant's opinions on both sharing and acquiring
information have been evaluated using a total of 10 item scales (Hooff & Ridder, 2004). Adapted
from the 24 item-scale initially established by Meyers and Allen, the 8 item Organizational
Commitment Scale measures organizational commitment and has been divided into three sub- groups: affective commitment, continuation commitment, and normative commitment (1990).
On the other side, seven components from the Job Security Scale (JSS) created by Hellgren,
Sverke, and Isaksson have been modified (1999). In this study, the dependent variable was
measured using a 7-point Likert scale, whilst the independent variable and mediator were
evaluated using a 5-point Likert scale. For conducting the data coding, analyzing descriptive
statistics, and developing the demographic profile of the participants the quantitative tool
Statistical package for Social Science (SPSS) has been utilized. Furthermore, to formulate the
measurement and structural model of the research framework as per the proposed hypotheses
of this study the quantitative software Partial Least Square (PLS 3.2.7) was used in this study.
RESULTS
The respondents of this study were the officers and senior officers working in the
telecommunication sector. In the sample size, the respondents belonged to the age range 24 to
34 years and approximately 54% of the total respondents were male. Notably, 78% of the
respondents were found to work in the telecommunication sector for more than 3 years. 84%
of the respondents were graduates while 63% of them had completed their post-graduation as
well.
Measurement Model
A confirmatory factor analysis (CFA) has been conducted in this study to confirm the reliability,
convergent validity and discriminant validity of the model. In Table 1. The data set echoes that
the value of all item loadings is higher than 0.5 while both AVE’s and CR outcomes are
predominantly higher than 0.5 and 0.7 respectively. Recommended by Hair et al. (2014).
Among the values presented in this table, the lowest value of CR is 0.873, and that AVE is 0.521,
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as stated for CDO. Henceforth, it can be concluded that the study confirms convergent validity
by achieving the parameter for acceptability.
Table 1: measurement model
Constructs Items Item Loading AVE CR
Organizational
Commitment OC 1 0.825 0.793 0.925
OC 2 0.886
OC 3 0.763
OC 4 0.893
OC 5 0.799
OC 6 0.866
OC 7 0.848
OC 8 0.813
Job Security Job Sec 1 0.768 0.521 0.873
Job Sec 2 0.647
Job Sec 3 0.737
Job Sec 4 0.728
Job Sec 5 0.714
Job Sec 6 0.649
Job Sec 7 0.721
Knowledge Sharing KS 1 0.876 0.735 0.896
KS 2 0.913
KS 3 0.825
KS 4 0.861
KS 5 0.900
KS 6 0.902
KS 7 0.827
KS 8 0.911
KS 9 0.901
KS 10 0.878
Additionally, this study incorporated discriminant validity test by an empirical standard to
reflect how each construct was different from others following Hair et al. (2014). This study has
adapted Heterotrait-monotrait (HTMT) method suggested by Henseler et al. (2015) for the
discriminant validity analysis. Henseler et al. (2015) has proposed any value ≥ 0.85 as the
stricter criterion or value ≥ 0.90 as the lenient criterion. The present value was found
supporting the limit of the stricter criterion of ≥ 0.85. Therefore, the discriminant validity
standard was justified (see Table 2).
Table 2: discriminant validity
OC Job Sec KS
OC
Job Sec 0.265
KS 0.223 0.337
Mean 3.61 4.67 3.72
S.D 0.66 0.87 0.69
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Nishat, S. S., Haque, M. A., & Tazin, F. (2022). Mediating Effect of Organizational Commitment between Job Security and Employee Knowledge
Sharing Behavior in the Telecommunication Sector of Bangladesh. Advances in Social Sciences Research Journal, 9(8). 61-70.
URL: http://dx.doi.org/10.14738/assrj.98.12746
STRUCTURAL MODEL
A structural model has been constructed developed by considering the hypothetical
relationships among the variables. Following Table 4 and Figure 2, the path from organizational
commitment to employee knowledge sharing behavior (β = - 0.165, p < 0.01) illustrates a
significant relationship. Moreover, the path from job security to organizational commitment
presents a significant relation (β=0.197, p < 0.01) as well. To conclude, the paths from job
security to the outcome variable (knowledge sharing) signifies a substantial relationship having
a value of (β = 0.-0.273, p < 0.01). Table 3 shows the presents a summary of the hypothesized
relationships.
Table 3: result of direct effect
Direct Path Std. Beta Std. Error t-Value P-value Decision
Job Security > Knowledge
Sharing -0.273 0.042 6.50** 0
Supported
Organizational Commitment
> Knowledge Sharing -0.165 0.046 3.57** 0
Supported
Job Security > Organizational
Commitment 0.197 0.049 4.01** 0
Supported
This study examines the role that organizational commitment plays in modulating employee
knowledge-sharing behavior. However, the data show that organizational commitment has a
very significant mediation influence on job security and employee knowledge sharing behavior
(β= -0.031, p < 0.01).
For the confidential interval's upper and lower limit values to have the desired mediation effect,
Preacher and Hayes (2008) advised against including zero. The current study lends credence
to this need to determine how organizational commitment affects employees' behaviors
regarding information sharing and job security.
Table 4: result of indirect effect
Indirect Path
Std. Bet. Std. Erro t-Value 95%
LL
95%
UL
P-value Decision
Job Sec > OC > KS -0.031 0.011 2.87** 0.013 0.123 0.004 Supported
DISCUSSION
In the context of a developing nation like Bangladesh, the goal of this study is to investigate how
employee knowledge sharing behavior is influenced by the impression of job security through
the mediating role of organizational factors. Particularly, the effect of Job Sec on employees'
propensity to share information through organizational commitment among the staff members
holding the designations of Officers and Senior Officers in the four main companies in
Bangladesh's telecommunications industry. The outcome of the study is congruence with the
past studies on job security and organizational commitment and how the former can act as a
significant predictor of the later variable. The first hypothesis on the connection between job
security and knowledge sharing behavior is confirmed by the current study's findings. Earlier
Mehrizi (2016) conducted a similar study considering job security, organizational culture and
knowledge sharing which supported that job security directly impacts on employee knowledge
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sharing behavior but inherently this tendency of sharing requires durable commitment on the
part of the employees towards the organization.
The second hypothesis was also supported; job security can reinforce the organizational
commitment of employees as the two are positively related. Similar results were also supported
by the empirical analyses of C. P. Akpan (2013) and Hurr and Perry (2019) where employee
perceptions of job security could be found as a strong predictor of organizational commitment.
The result shows that when employees are concerned about the security of their job during
COVID-19, they have a tendency to be less committed towards the organization under such
circumstances. However, the results of the study eventually confirmed the third hypothesis as
well. As recommended by Li, Zhang, Zhang, and Zhou in 2017, the current study's findings
showed a significant connection between organizational commitment and information sharing
behavior. In the present context of telecommunication industry, due to COVID-19 depressed
front-line employees cannot psychologically engage themselves in the job with durable
commitment that ultimately deteriorate their tendency of knowledge sharing.
The fourth and final hypothesis in this study proposed that organizational commitment
mediates the relationship between job security and employees' knowledge-sharing behavior.
The result confirmed the mediating role of organizational commitment, which is reliable with
the previous study directed by Muneer, Khan and Long (2014) where organizational
commitment could be dominantly found to act as a mediator for knowledge sharing behavior.
Since job security increases organizational commitment (Günter, & Germeys, 2012) and this
commitment evident increases employee performance (Rehman, Hafeez, 2020), the findings
demonstrated that organizational commitment mediates the relationship between job security
and employee knowledge sharing behavior.
In the present study, employee’s perception of threatened job security was found to be a
negative determining factor of knowledge sharing behavior which consequently that restricts
the performance of the organizations in hotel industry as well. Moreover, reduced
organizational commitment was found as intervening variable between job security and
employee knowledge donating and collecting. Therefore, telecommunication organizations
should ensure the job security of employees which will contribute to strengthen organizational
commitment and ultimately improves their current level of knowledge sharing tendency.
CONCLUSION
This study aimed to determine how significantly job security influenced employee knowledge
dissemination behavior through organizational commitment during COVID-19. It concludes
that insecurity of job is significantly related with employee outcomes such as, knowledge
donation and knowledge collection. Our findings enlightened the idea that when job security is
not ensured, employee’s knowledge sharing behavior remarkably reduces. Hence, management
teams of the telecommunication organizations in Bangladesh can attain better knowledge
management when employees perceive that their job is secured. Concisely, the dynamic and
rigorously shifting telecommunication industry of Bangladesh should be more vigilant towards
increasing employee perceptions of job security and organizational outcomes such as,
increased performance, commitment and engagement to ensure a sustainable environment for
employee knowledge sharing.
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Nishat, S. S., Haque, M. A., & Tazin, F. (2022). Mediating Effect of Organizational Commitment between Job Security and Employee Knowledge
Sharing Behavior in the Telecommunication Sector of Bangladesh. Advances in Social Sciences Research Journal, 9(8). 61-70.
URL: http://dx.doi.org/10.14738/assrj.98.12746
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