KNOWLEDGE SHARING, TRUST AND JOB PERFORMANCE: THE ROLE OF EMPLOYEE ENGAGEMENT, PSYCHOLOGICAL RESILIENCE, AND INTRINSIC MOTIVATION – EVIDENCE FROM HEALTHCARE WORKERS IN VADAMARADCHY

Abstract

Healthcare systems heavily depend on the commitment and performance of their personnel to ensure quality care and operational efficiency. In finite-resourced local regions like Vadamaradchy, enhancing job performance is particularly challenging. Global studies have emphasized the individual effects of knowledge sharing, organizational trust, employee engagement, psychological resilience, and intrinsic motivation on improving performance. Nevertheless, there is no empirical research in the healthcare sector, especially in the Sri Lankan context, that has examined the combined effect of these factors within a single model, leaving a significant gap in understanding how these elements operate in local contexts. This study intends to fill this gap by examining the influence of knowledge sharing and organizational trust on job performance, considering employee engagement as a mediator and psychological resilience and intrinsic motivation as moderators. Guided by Social Exchange Theory (SET), the research will adopt a quantitative design, using a structured questionnaire to collect data from healthcare workers in the Vadamaradchy region. From a target population of 550, a sample of 226 participants will be selected using a convenience sampling method. The study is expected to make theoretical contributions to organizational behavior literature in developing country healthcare settings and provide practical ideas for healthcare administrators on nurturing trust-based relationships, promoting knowledge sharing, and strengthening engagement through resilience and intrinsic motivation.