The Effect of Psychological Safety on Knowledge Sharing, Work Engagement and Employee Performance
Abstract
The aim of this study is to examine the effect of employees' perception of psychological safety on their knowledge sharing, task performance, contextual performance and their work engagement. It is claimed that employees with high psychological safety perception will show positive attitudes and behavior towards their jobs. The sample of the study consists of administrative staff working in administrative units at Süleyman Demirel University and Isparta University of Applied Sciences. The data were collected through a questionnaire from 433 people using the cluster sampling method. The structural validity of the scales was tested by Confirmatory Factor Analysis. As a result, the one-dimensional structure of psychological comfort and information sharing, the two-dimensional structure of the performance, and the three-dimensional structure of passion for work were confirmed.Structural Equation Modeling was used to test the hypotheses. When the results of the path analysis are examined, it was found that psychological comfort has a significant impact on information sharing (β=.198; p< .001), and psychological comfort accounts for information sharing by 4%. According to the results obtained, the hypothesis H1 was supported. Psychological comfort also seems to have significant impact on vigor (β=.316; p< .001), commitment (β=.432; p< .001) and concentration (β=.364; p< .001). It was determined that psychological comfort accounts for the commitment by 19%, concentration by 13%, and vigor by 10%. According to the results obtained, the hypothesis H2 a, H2b and H2c was supported. Another finding suggests that psychological comfort has a significant impact on contextual performance (β=.374; p< .001), and it was seen that psychological comfort accounts for contextual performance by 14%. According to the results obtained, the hypothesis H3b was also supported. It was also found that psychological comfort has no significant impact on task performance (β=.091, p> .05). According to the results obtained, the hypothesis H3a is not supported.
Keywords
Psychological Safety , Knowledge Sharing , Work Engagement , Performance , Administrative Staff
Kaynakça
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