Asian Journal of Management

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Integration of KM and HRM, It's Impact on Organizational Performance


Affiliations
1 Bharatesh Education Trust's, Global Business School, Belgaum, Karnataka, India
     

   Subscribe/Renew Journal


The paper highlights a number of issues insights and findings which can have significant implications for the management of human resources within organizations in the knowledge era. The paper focuses on human resources theories and practices, which are used to support learning and knowledge sharing in organizations, involving the hiring and selection processes, performance assessment, recognition, and other fields of human resource management, influencing knowledge transfer in every day work. It is outlined what specific changes are necessary in organizational structure, culture and behaviour o facilitate KM, or what new roles are required for HRM.

The aim of this paper is, first, to analyse which impact HRM practices, such as strategy, hiring and selection, training performance management, and remuneration have on the creation and distribution of knowledge within firms. Second, the paper attempts to assess whether or not knowledge management requires a particular human resource strategy.


Keywords

Knowledge Management, Human Resource Management, Core Employees, Organizational Performance, Knowledge Economy, Codification, Strategies.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Baker, Marc/Barker, Mike (1997), "Leveraging Human Capital", Journal of Knowledge Management, 1(1): 63-74.

  • Beardwell, I. (2001) 'An introduction to human resource management: strategy, style or outcome' in I. Beardwell and L. Holen (eds.) In "Human Resource Management: A contempory approach", Harlow: Prentice Hall.

  • Currie, G. and Kerrin, M. (2003) 'Human Resource Management and Knowledge Management: Enhancing Knowledge Sharing in a pharmaceutical company', International Journal of Human Resource Management, 14:6, 1027-1045.

  • Davenport, Thomas H. and Prusak, Laurence (1999), "Working knowledge", BBS Press, Boston.

  • Gammelgaard, Jens (2007), "Why Not Use Incentives To Encourage Knowledge Sharing?" Journal of Knowledge Management Practice, 8(1), March2007.

  • Hansen, M.T., Nohria, N. and Tierney, T. (1999) 'What's your strategy for managing knowledge?' Harvard Business Review,77, 106-116.

  • Nonaka, I. and Takeuchi, H. (1995), "The Knowledge Creating Company", Oxford University Press, Oxford.

  • Swarts, J. and Kinnie, N. (2003) 'Sharing Knowledge in Knowledge - intensive firms', Human Resource Management Journal, 13:2, 60-75.


Abstract Views: 507

PDF Views: 4




  • Integration of KM and HRM, It's Impact on Organizational Performance

Abstract Views: 507  |  PDF Views: 4

Authors

M. H. Uma
Bharatesh Education Trust's, Global Business School, Belgaum, Karnataka, India

Abstract


The paper highlights a number of issues insights and findings which can have significant implications for the management of human resources within organizations in the knowledge era. The paper focuses on human resources theories and practices, which are used to support learning and knowledge sharing in organizations, involving the hiring and selection processes, performance assessment, recognition, and other fields of human resource management, influencing knowledge transfer in every day work. It is outlined what specific changes are necessary in organizational structure, culture and behaviour o facilitate KM, or what new roles are required for HRM.

The aim of this paper is, first, to analyse which impact HRM practices, such as strategy, hiring and selection, training performance management, and remuneration have on the creation and distribution of knowledge within firms. Second, the paper attempts to assess whether or not knowledge management requires a particular human resource strategy.


Keywords


Knowledge Management, Human Resource Management, Core Employees, Organizational Performance, Knowledge Economy, Codification, Strategies.

References