Enhancing Public Servants' Job Engagement Through Knowledge Sharing: An Investigation In Ho Chi Minh City, Vietnam

Abstract

In modern times, public organizations encounter unparalleled challenges and prospects as a result of swift transformations in economies and societies. The government of Ho Chi Minh City, Vietnam, is facing mounting pressure to enhance public services in response to growing public expectations. This study introduces a comprehensive model that incorporates the Social Exchange Theory, the Knowledge-Based View Theory, and the Self-Determination Theory. The purpose is to analyze the major variables that affect knowledge sharing and its effect on job engagement among public servants. The analysis of causal relationships between variables in public organizations was conducted using quantitative research methods. Data collection involves the use of a self-report questionnaire that includes validated measurement items. This questionnaire is designed to gather information on various aspects, such as demographics, individual and social characteristics, knowledge sharing, and job engagement. The research model is analyzed using PLS-SEM statistical techniques with SmartPLS 4.0 after collecting 300 valid responses from public servants at all levels of the Ho Chi Minh City government. The results suggest that job engagement among public servants is affected by factors such as self-enjoyment, self-efficacy, social interaction, and reciprocity. Similarly, knowledge sharing is impacted by factors including self-enjoyment, reputation enhancement, self-efficacy, reciprocity, and trust. The data indicates that knowledge sharing positively affects job engagement. Additionally, it acts as a mediator between five factors: self-enjoyment, reputation enhancement, self-efficacy, reciprocity, trust, and job engagement. This study significantly advanced the comprehension of knowledge sharing and job engagement in Vietnam's public sector. This is achieved by developing a comprehensive model that incorporates both individual and social characteristics and highlights the crucial role of knowledge sharing in boosting job engagement. Despite the absence of longitudinal data and potential limitations in characterizing knowledge sharing and job engagement, this study offers valuable insights for enhancing job engagement in public organizations and promoting employee participation in knowledge sharing to improve job engagement.