This paper explores the role of people management practices in fostering knowledge sharing within organizations. Knowledge sharing is a key mechanism for knowledge transfer and is essential for organizational success. The study identifies the socio-psychological factors that influence knowledge-sharing behaviour and examines the people management practices that are most effective in encouraging knowledge sharing. The research draws on theories such as the theory of reasoned action, social capital theory, social dilemma theory, and social exchange theory to understand the dynamics of knowledge sharing. The paper highlights the importance of creating an environment that supports knowledge sharing, including fostering social ties, shared language, trust, and group identification. It also emphasizes the role of perceived cost, perceived rewards, self-efficacy, and expectations of reciprocity in influencing knowledge-sharing behaviour. The study proposes a set of people management practices that can encourage knowledge sharing among both core and non-core employees. Key people management practices include work design that encourages collaboration and interdependency, staffing practices that prioritize person-organization fit and communication skills, training and development programmes that enhance self-efficacy and teamwork, performance appraisal and compensation systems that reward knowledge sharing, and the development of an open and trusting organizational culture. Information technology is also discussed as a tool that can facilitate knowledge sharing when designed to enhance existing social networks. The paper concludes that effective people management practices are essential for fostering knowledge sharing and that organizations should focus on creating an environment that supports and encourages this behaviour. Understanding knowledge-sharing dynamics can help identify the people management practices that will foster the exchange of knowledge in organizations.This paper explores the role of people management practices in fostering knowledge sharing within organizations. Knowledge sharing is a key mechanism for knowledge transfer and is essential for organizational success. The study identifies the socio-psychological factors that influence knowledge-sharing behaviour and examines the people management practices that are most effective in encouraging knowledge sharing. The research draws on theories such as the theory of reasoned action, social capital theory, social dilemma theory, and social exchange theory to understand the dynamics of knowledge sharing. The paper highlights the importance of creating an environment that supports knowledge sharing, including fostering social ties, shared language, trust, and group identification. It also emphasizes the role of perceived cost, perceived rewards, self-efficacy, and expectations of reciprocity in influencing knowledge-sharing behaviour. The study proposes a set of people management practices that can encourage knowledge sharing among both core and non-core employees. Key people management practices include work design that encourages collaboration and interdependency, staffing practices that prioritize person-organization fit and communication skills, training and development programmes that enhance self-efficacy and teamwork, performance appraisal and compensation systems that reward knowledge sharing, and the development of an open and trusting organizational culture. Information technology is also discussed as a tool that can facilitate knowledge sharing when designed to enhance existing social networks. The paper concludes that effective people management practices are essential for fostering knowledge sharing and that organizations should focus on creating an environment that supports and encourages this behaviour. Understanding knowledge-sharing dynamics can help identify the people management practices that will foster the exchange of knowledge in organizations.