The Impact of Work Experience and Education Level on Employee Performance: Knowledge Sharing as Mediation

Abstract

Aims: The present research seeks to examine the impact of work experience and education level on employee performance, while also assessing the function of knowledge sharing as a mediating variable within the context of the Banyumas District Education Office in Indonesia. Study Design: This research employs a quantitative methodology. Sampling was a non-probability method employing purposive sampling, wherein respondents were intentionally chosen based on defined criteria, including a minimum of one year of work experience. This study used a Likert scale for measurement. Respondents were requested to indicate their answers to the questions by selecting the corresponding number or statement. Place and Duration of Study: This research was conducted at The Banyumas Regency Education Office during the period from January to April 2024. Methodology: Data were gathered via a closed-ended survey administered to 120 respondents selected by purposive sampling, with the criterion of possessing a minimum of one year of work experience. Analysis of data with the partial least-squares structural equation Modeling (PLS-SEM) technique, facilitated by SmartPLS software. Assessments were performed on the measuring model (outer model) and the structural model (inner model), encompassing validity and reliability evaluations, along with examinations of direct and indirect path hypotheses. Results: The results indicate that education level significantly influences employee performance (T-statistic = 5.587; P-value = 0.000), however work experience and knowledge sharing lack a significant immediate effect. Work experience and education level significantly influence knowledge sharing (T-statistic = 3.502 and 5.549, respectively; P-value = 0.000). Knowledge sharing did not significantly mediate the influence of work experience and education level on employee performance. Conclusion: Education significantly enhances performance, however work experience and knowledge sharing have not demonstrated a notable direct impact. Knowledge-sharing practices need to be further optimized to contribute meaningfully to performance. We recommend further research that incorporates additional variables like work motivation or organizational culture to enhance our understanding of these relationship. This research's findings aid in developing HR management strategies, especially in integrating more strategic and performance-focused knowledge-sharing procedures.  These data can help inform the design of employee development programs that better correspond with the organization's requirements.