I need you to answer 3 discussion posts and state whether you agree or disagree.

1.

Every place of employment is different, some have great leadership some not as great. I have always firmly believed that what the customer sees is the result of the management. Look at United Airlines, they had employees drag off a customer off the flight. This was the result of bad leadership, their workers were clearly scared to speak up. They all knew it was the wrong decision but they where all to scared of their leadership, which led in a bad image for their company. As a Richard Branson said, take care of your employees and they will take care of your company. With all that in mind you can see how employees may be scared to share knowledge with co-workers and management.

As mentioned, leadership is the biggest key in running a successful company. That causes the affects many different aspects of a company, from what the company image looks like to the public and what the employees feel of their leader and how they react. A first reason why employee may refer from sharing knowledge is being unsure of the knowledge they have. Again this fear comes from not having the trust of their leader, if an employee is well treated and when they make a mistake the management gets mad at them, instead a good leadership would show how the proper way of doing something can be done. This can also have the employees have employees lose power, if an employee shares knowledge some fear that they won't have as much power. This fear is built up when there is a lack of leadership and trust. (Mkip, n.d.)

2.

Although most companies want their workers to share what they know with their co-workers, many workers practice knowledge hoarding or knowledge hiding. Knowledge hoarding is when someone refuses to share what one knows, they prefer to hide it.

I believe workers are choosing to hide their knowledge because they want to maintain their value to the business. Once they lose their significance in the company, their job is at risk.

Research by Harvard Business Review (HBR), "Why Employees Don't Share Knowledge with Each Other", shows that employees are more likely to share when their jobs involve high cognitive demands and allow creativity and autonomy. On the contrary, they are less likely to share when the job is more manual, where they think they can easily be replaced.

McGregor's Theory Y management style shows that to motivate, managers need to recognize differences and encourage learning, and skill development. Managers can promote knowledge sharing by displaying the value that such behaviour adds to the business and each individual within the company.

The expectancy theory, which links effort to performance, performance to the outcome, and outcome to individual needs, can also be used to show that sharing knowledge directly impacts performance, the outcome and one's individual needs.

Managers can also start by first sharing their knowledge. After all, one leads best by being an example. To demonstrate the value of knowledge sharing the manager could start sharing, showing that jobs are not automatically at risk because knowledge is shared.

Promoting and developing a team mentality is best when aiming to share knowledge among co-workers. They no longer see their co-workers as a competition but will see how one can complement the other.

3.

Several factors likely impact resistance when considering why employees often hesitate to share job knowledge with their co-workers or management team. Firstly, when considering hesitation to share with employees, these individuals likely feel that knowledge is power. Many employees keep this at the forefront of their minds when considering sharing information that others within their company may not be aware of. Moreover, employees, especially ones who have been with a company for an extended period, feel that their information is precious, and they want to be shown recognition and special attention/acknowledgment when sharing this information, which can be identified as the Hawthorne effect (Gitman et al., 2018). Further, social needs significantly influence work-related attitudes and behaviours (Gitman et al., 2018). Therefore, in many cases, there will be employees within a company who do not require this recognition and can adopt the intrinsic reward mindset and find this satisfaction and sense of pride and accomplishment from within without requiring recognition and acknowledgment from others.

Companies want employees to share what they know. Research has found that this leads to greater creativity, innovation, and better performance, for individuals, teams, and organizations (Gagn et al., 2019). Therefore, in order for management to encourage workers to share their job knowledge, they need to offer a consistent company-wide platform for employees to relay information that they believe may be helpful to their-co workers. Ultimately encouraging employees to adopt an intrinsic reward mindset that allows them to share this knowledge and information without the need for an incentive or significant recognition.