INTERNATIONAL JOURNAL OF SCIENTIFIC & TECHNOLOGY RESEARCH VOLUME 9, ISSUE 04, APRIL 2020 ISSN 2277-8616 3500 IJSTR©2020 www.ijstr.org Psycho-Social Perspectives Of Knowledge Sharing And Job Performance In Malaysia: Conceptual Articulation S. M. Ferdous Azam, Jacquline, Tham, Albattat, Ahmad Abstract: The aim of this paper is to examine the psycho-social viewpoint of knowledge sharing and job performance in Malaysia. Since this is a theoretical review, this article relies only on the literature analysis and logical explanation based on the facts that have been addressed. The results stress many issues such as expertise in information management, knowledge engineering, and architecture of knowledge as well as community of knowledge. Findings show that skill loss can result in duplication of research, costly skills and information reviews, and non-experienced employees training. Not all information in institutions is of critical value, so it is not essential to collect and preserve it, but it is important to acquire critical knowledge at risk of loss. In addition, awareness of the loss of knowledge through employee attrition prompts companies to institutionalize certain processes in order to capture their employees ' tacit knowledge as much as possible. The most interesting observation, however, is that some companies do not have strategies in place to capture and retain their knowledge and, instead, continue to lose their workforce knowledge. In fact, skill acquisition by experienced workers is a critical resource and a key element for the business to gain a major competitive advantage. Keywords: Knowledge sharing, Job performance, Psycho-social perspectives, Malaysia ——————————  —————————— 1 INTRODUCTION knowledge exchange has been accounted for to be influenced by different institutional as well as leadership style and human influences that either promote or hinder the implementation of the existence-based system. Institutional considerations involve organizational structure and procedures, alignment and pecking orders, primary goal of the group, resource and time allocations, structured structures, and planning and development. The project demonstrates that the founders are promoting the information sharing cycle by serving as a good example of how training is communicated, establishing criteria of sharing information, and supplying the community with a network of educated individuals. Finally, individual elements consist of personal experiences, motivation, and the basis of individuals and experts. The most important factor shaping knowledge sharing is employee attitudes, according to Hislop (2003); Jolaee, A., Md Nor, K., Khani, N., & Md Yusoff, R. (2014), so it is important to understand how individual attitudes and behaviours may affect knowledge sharing behaviour between employees (The & Sun, 2012; Zhang & Jiang, 2015). Focusing on Malaysia, it may be proposed that knowledge management is mainly about developing, delivering, energizing and promoting an organization's correct information ecosystems, empowering and encouraging experienced individuals to use and share their knowledge and create new knowledge (Bultrini, McCallum, Newman & Sempéré, (Eds.). (2015). The knowledge-based view, however, places great emphasis on human capital, such as the skills, knowledge, skills, attitudes, and motivation of people working for an organization, and how they use these skills for the organization's benefit. In Malaysia‘s situation, however, information management needs to understand its importance for effective job results as this is not fully or adequately grasped, the whole process emerges as a question (Golding & Murdock, 2018). In addition, information sharing has been recorded to be affected by numerous institutional, management, and individual variables that either hinder or promote the process's success depending on the extent of its life (Cvitanovic, McDonald & Hobday, 2016). Malaysia needs to take the idea and resourcefully implement it. To do this, there is a shortage of academic research that can provide some insights. Research has shown that not only do organizations create new knowledge, they also forget or lose track of the knowledge they have acquired. At the same time, in some countries ' general economy, government service providers are now playing an increasingly important role (Peng, Qin, Chen, Cannice & Yang, 2017). Competition demands global rendering and retaining market share for high- quality service. Maintaining job performance by achieving high efficiency is essential for survival and growth. In addition to job performance, the common interpretation of multiple organizational performance measures is the triple bottom line referring to financial, social, and environmental performance indicators as outlined in the previous section (Ağan, Kuzey, Acar & Açıkgöz, 2016). The insistence on various performance measurement was due to the fact that companies have obligations to specific investors other than shareholders and therefore these commitments should be taken into account when approaching performance measurement. 2 CRITICAL LITERATURE REVIEW The advent of information-based economies put priority on active knowledge management. Strategic use and information development as a key element for companies is targeted at achieving a sustainable competitive advantage (Omotayo, 2015). Knowledge is an amazing and dynamic term, usually separated from data and information in the development of a _________________________________ • Albattat Ahmad is currently Assistant Professor in Postgraduate Centre, Management and Science University, Shah Alam, 40100, Selangor, Malaysia, PH-+60195954499. E-mail: ahmad_rasmi@msu.edu.my • Jacquline Tham is currently Assistant Professor in Postgraduate Centre, Management and Science University, Shah Alam, 40100, Selangor, Malaysia, PH-+60192336228. E-mail: jacquline@msu.edu.my • S. M. Ferdous Azam is currently Assistant Professor in Postgraduate Centre, Management and Science University, Shah Alam, 40100, Selangor, Malaysia, PH-+60166831785. E-mail: drferdous@msu.edu.my