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

Human Resources and Knowledge Management Practices in Tertiary Institutions In Nigeria-Challenges and Prospects


Affiliations
1 Department of Information and Communication Science, University of Ilorin, Ilorin, Kwara, Nigeria
     

   Subscribe/Renew Journal


Human resources (HR) and knowledge management (KM) practices are inevitable for the performance optimization of organizations. At the same time, successful HR and KM practices can lead to innovation, creativity, organizational learning, productivity and knowledge sharing, among others. In view of this, this paper discusses the impact of HR elements on KM practices in institutions of learning in Nigeria, in line with the challenges militating against successful HR and KM strategies and prospects. It was revealed, in this paper, that institutions of learning in Nigeria are yet to define and streamline the relationship between HR and KM to achieve knowledge sharing, dissemination and distribution across institutions due to some challenges discussed in this paper. In conclusion, based on the challenges militating against successful HR and KM practices in Nigeria’s institutions of learning, policy interventions have been suggested for stakeholders in Government and Administrators in these Institutions.

Keywords

Human Resources, Knowledge Management, Institutions of Learning, Management, Performance, Human Resources Management Practices.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Abdullah, Z., Ahsan, N., & Alam, S. S. (2009). The effect of human resource management practices on business performance among private Universities in Malaysis. International Journal of Business and Management, 4(6), 65-72.
  • Adams, E., & Freeman, C. (2000). Communities of practice: Bridging technology and knowledge assessment. Journal of Knowledge Management, 4(1), 38-44.
  • Akinniyi, A. A. (2013). Knowledge management practices and organizational performance of manufacturing industry in Nigeria. A pre field seminar presentation for Doctoral Degree, Dept of Library and Archival Studies, University of Ibadan, Ibadan.
  • Banabo, E., Ndiomu, K., & Koroye, B. (2011). Human resources management skills required of tertiary institution administrators in the Niger delta states of Nigeria. Current Research Journal of Social Sciences, 3(6), 432-444.
  • Bassi, L. J. (1997). Harnessing the power of intellectual capital. Training & Development, 51(12), 25-30.
  • Boselie, P., Dietz, G., & Boon, C. (2005). Commonalities and contradictions in HRM and performance research. Human Resource Management Journal, 15(3), 67-94.
  • Brewer, P. D., & Brewer, K. L. (2010). Knowledge management, human resources management and higher education: A theoretical model. Journal of Education for Business, 85, 330-335.
  • Carter, G., & Scarbrough, H. (2001). Towards a second generation of KM? The people management challenge. Education and Training, 43(4/5), 215-224.
  • Cole, R. (1998). Introduction to knowledge management. California Management Review, 40(3), 15-21.
  • Currie, G., & 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.
  • Dalkir, K. (2005). Knowledge management in theory and practice. Burlington: Elsevier.
  • Decenzo, D. A., & Robbins, S. P. (1999). Human resources management. John Wiley and Sons Inc., New York.
  • Edvardsson, I. R. (2003). Knowledge management and creative HRM. An Occasional Paper. Department of Human Resources Management, University of Strathclyde.
  • Edvardsson, I. R. (2008). Human resources management and knowledge management. Employee Relations, 30, 553-561.
  • Enyioko, N. C. (2012). Human resource management practices and performance optimization in Nigerian Universities (A Synopsis): Medonice management and research consulting limited, Port Harcourt, Rivers State, Nigeria.
  • Firestone, M. J. (2003). The new knowledge management: A paradigm and its problems. Alexandria Press, USA.
  • Gosh, S. (1995). The “Infopreneuer” at work-experiences of information entrepreneurial services in various functional sectors-A Delhi study. In The New Review of Information and Library Research, 1.
  • Kidwell, J. J., Vander Linde, K. M., & Johnson, S. L. (2000). Applying corporate knowledge management practices in higher education. Educause Quarterly, 4, 28-33. Retrieved from https://net.educause.edu/ir/library/pdf/EQM0044.pdf
  • Khan, M. A. (2010). Effects of human resource management practices on performance optimization - An empirical study of oil and gas industry in Nigeria. European Journal of Economics, Finance and Administrative Sciences, 157-175.
  • Muganda, C. K (2006). Developing knowledge society in developing communities: Challenges and prospects. Journal of Issues and Practice in Education, 1(1), 32.
  • Muhammad A. R, Dindin, J., & Hilmi, A. (2012). Knowledge management as the catalyst of human resources development in higher education Institute. A Paper Presented at International Conference on Islam in Malay World (ICON-IMADII) (6-7), Kuala Lumpur, Malaysia.
  • Ostro, N. (1997). The corporate brain. Chief Executive, 12(3), 58-62.
  • Quresh, T. M., Akbar, A., Khan, M. A., & Hijazi, S. T. (2010). Do human resource management practices have an impact on financial performance of banks?. African Journal of Business Management, 4(7), 1281-1288.
  • Petrides, A. L., & Nodine, R. T. (2003). Knowledge management in education: Defining the landscape. The Institution for the Study of Knowledge Management in Education Press, USA.
  • Pircher, R., & Pausits, A. (2011). Information and knowledge management at higher education institutions. Management Information Systems, 6(2), 8-16.
  • Rabiu, M. (2009). Knowledge management in oil and gas industry: Theoretical frameworks, practical challenges and opportunities. Petroleum Technology Development Journal, 1, 1-10. Retrieved from http://ptdjournal.com/2009/Mallam_Musa_Rabiu.pdf
  • Ramakrishnan, K., & Yasin, N. M. (2012). Knowledge management system and higher education institutions. A Paper Presented at International Conference on Information and Network Technology (ICINT) 37. IACSIT Press, Singapore.
  • Riley, T. B. (2003). Knowledge management and technology. International Tracking Survey Report Number 2, Public Works and Government Services, Ottawa.
  • Rizou, M., & Croucher, R. (2009). Human resource management and performance in European firms. Cambridge Journal of Economics, 253-272.
  • Santo, S. A. (2005). Knowledge management: An imperative for schools of education. TechTrends, 49, 42-49.
  • Tessema, M. T., & Soeters, J. L. (2006). Challenges and prospects of HRM in developing countries: Testing the HRM-performance link in the Eritrean civil service. International Journal of Human Resource Management, 17(1), 86-105.
  • Uriarte, F. A. (2008). Introduction to knowledge management. Jakarta: ASEAN Foundation. Retrieved from www.aseanfoundation.org. Accessed 10th April, 2018.
  • Vandna, S. (2005). Knowledge management - HR tool to get competitive edge. An empirical study in telecom sector. Delhi Business Review, 6(2), 51-60.
  • Wendi, R. B., & Ruth, L. W. (1999). The knowledge management field book (p. 2). Pearson Education Limited, London.

Abstract Views: 41

PDF Views: 1




  • Human Resources and Knowledge Management Practices in Tertiary Institutions In Nigeria-Challenges and Prospects

Abstract Views: 41  |  PDF Views: 1

Authors

Oluyinka Titilope Afolayan
Department of Information and Communication Science, University of Ilorin, Ilorin, Kwara, Nigeria

Abstract


Human resources (HR) and knowledge management (KM) practices are inevitable for the performance optimization of organizations. At the same time, successful HR and KM practices can lead to innovation, creativity, organizational learning, productivity and knowledge sharing, among others. In view of this, this paper discusses the impact of HR elements on KM practices in institutions of learning in Nigeria, in line with the challenges militating against successful HR and KM strategies and prospects. It was revealed, in this paper, that institutions of learning in Nigeria are yet to define and streamline the relationship between HR and KM to achieve knowledge sharing, dissemination and distribution across institutions due to some challenges discussed in this paper. In conclusion, based on the challenges militating against successful HR and KM practices in Nigeria’s institutions of learning, policy interventions have been suggested for stakeholders in Government and Administrators in these Institutions.

Keywords


Human Resources, Knowledge Management, Institutions of Learning, Management, Performance, Human Resources Management Practices.

References