Moderating Effect of Knowledge Management Processes on the Relationship Between Intellectual Capital and Job Satisfaction at the Kenya Bureau of Standards
DOI:
https://doi.org/10.58425/jhrs.v4i2.462Keywords:
Intellectual capital, job satisfaction, knowledge management, knowledge management processesAbstract
Aim: This study aimed to examine the moderating effects of knowledge management processes on the relationship between intellectual capital and employee job satisfaction at the Kenya Bureau of Standards (KEBS).
Methods: Guided by a post-positivist paradigm, the study adopted a case study design and employed a stratified proportionate sampling technique to collect survey data from 400 employees at KEBS. A pilot study covering 40 respondents was conducted to improve the Likert-type scale questionnaire. They were administered through the drop-and-pick technique, which was used to obtain primary data. Data analyses involved descriptive statistics - percentages, mean, standard deviation, and inferential statistics, including correlation and regression; aided by SPSS version 24.
Results: The positive coefficient for the interaction term (0.13) meant that as knowledge management processes improve, the effect of intellectual capital on job satisfaction increases. The p-value (0.03<0.05) indicates this interaction is statistically significant, confirming moderating effects on the relationship between intellectual capital and job satisfaction. Thus, the extent to which intellectual capital influences job satisfaction depended on the effectiveness of the processes (knowledge creation, sharing and application) in the organization. The study further revealed that KMP catalyzes IC influence on job satisfaction, with synergy leading to KMP’s significant moderating effects on the relationship between IC and job satisfaction in KEBS. Furthermore, the IC constructs performed in ascending order from human, relational, to structural capital, respectively. Thus, robust KMP stimulates synergistic utilization of IC and promotes job satisfaction at KEBS.
Conclusion: The study concluded that intellectual capital has a significant impact on employee job satisfaction, particularly when effectively supported by robust knowledge management processes.
Recommendation: The study recommends strengthening employee involvement, knowledge-sharing mechanisms, and organizational systems to enhance the effective utilization of intellectual capital for improved job satisfaction. Simultaneously, integrating customer issues to enable comprehensive handling of customer concerns remains indispensable in sustaining the satisfaction of both employees and customers.
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