(2011), theorists such as Wright have argued that human resource management practices tend to form what is described as the basis of dynamic capability, intellectual capital and knowledge management, leading to realization of key skills. As a result, human resource management practices appear to be significant tools that leverage the core competencies and performance of a particular organization's employees (Fong et al., 2011). Fong et al. (2011) also explained that not all human resource management practices tend to improve knowledge sharing within a particular organization. This is because there are some human resource management practices that are considered wrong and harmful to knowledge sharing within a particular