Abstract

Our era of knowledge today has shown the fact that accomplishments achieved by public agencies receive influence from several inside factors; to name but a few, individual intelligence and personality characteristics. The emphasis on this paper rests on the contributions made by personality and the act of implicit knowledge-sharing to improve individual presentation, with special regards to managers in the public sector. There is a potential that this paper can serve to justify how individual differences are able to weave their way among knowledge workers for performance improvement. The assessment of personality traits is performed using the Big Five Inventory, where the traits are extraversion, agreeableness, openness to experience, neuroticism and conscientiousness. Tacit knowledge sharing, on the other hand, is realized through mentoring and knowledge-sharing agenda. This current study is targeted at Malaysian public sector managers who are expected to distribute their valuable knowledge with others and help enhance individual productivity. Individual performance system is introduced as a measuring tool on individual productivity which comprises of four main components; knowledge and expertise, personal quality, leadership and community contribution. It is suggested that for the purpose of practising knowledge sharing, managers need to possess some personality traits to improve their employees’ performance.

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