Practical knowledge or “know-how” is associated with experience, is implicit or expressed only in practice, and is thus inseparable from actions [12, 15]. The role of an HR manager is to manage, create, implement and supervise policies/regulations, which are mandatory for every employee and also have knowledge of its appropriate functioning.  suggested that a new paradigm of HRM is evolving towards “strategic human assets” theory in pursuit of firm global competitive advantage. However, if it is practiced then empirical examinations are needed so its implementation mechanisms can be understood. Ananthram et al. We share our knowledge and peer-reveiwed research papers with libraries, scientific and engineering societies, and also work with corporate R&D departments and government entities. Many of these incentives, however, do not account for whether an employee has contributed ideas or insights; they measure how well employees perform their jobs rather than how much they contribute to the firm’s knowledge. Some scholars have stated previously that the HR section in an organization is the one best equipped to handle KM initiatives due to the fact that the activities of the department itself do not directly conflict with the KM initiatives . In particular, we have analyzed how effective people management goes a long way in ensuring better economic performance. That being said, there is a definite niche for empirical research to be undertaken in this particular area. Smith  highlighted the importance of educating employees to enable them to understand the knowledge concept and the approach to knowledge that their company has adopted. Fan, Christina Cregan, Anne‐Wil Harzing, Tine Köhler, The benefits of being understood: The role of ethnic identity confirmation in knowledge acquisition by expatriates, Human Resource Management, 10.1002/hrm.21839, 57, 1, (327-339), (2017). Hence, people with requisite knowledge get moved around or taken out of the organization; others with new knowledge enter the organization. Debriefings capture tacit insights gained and make them available to the rest of the organization. Corporate Education. The outcome of such an assessment should then act as an input to the KM process. In addition to traditional contracting projects, other types, such as marketing, product development, and organizational development, have gained in importance. The strategies of the HR manager should be in co ordination with the organizational objective. It is the HR manager that has the responsibility to recruit people that have the potential perform effectively. They added that high retention rates help to protect the cultural fabric, competitive capability and intellectual capital of an organization. Publishing on IntechOpen allows authors to earn citations and find new collaborators, meaning more people see your work not only from your own field of study, but from other related fields too. Hosseingholizadeh  on the base of reviewing 32 KM models, found that nine main components (core knowledge activities) that can be viewed as a process of KM. Hence, while knowing who has the requisite knowledge is important, knowing how to get in touch with such individuals is critical. Knowledge-intensive organizations need to develop a culture that promotes organizational learning; that encourages innovation and the development of novel systems and processes, products and services . Someone has to take the initiative to get things started and then maintain those processes once they’ve been established. Constantly new and changing demands in the world of work create challenges for HR professionals attempting to identify and develop relevant talent. A major criticism of IT usage in this context is that it deals with knowledge as information, i.e., it separates it from the knower. Moreover, Arunprasad  found that staffing is a significant factor contributing to the learning dynamics and innovation within firms—both at the individual and group levels. Additionally, Brelade and Harman  emphasized the importance of the psychological contract with an employee and the addressing of personal aspirations and lifestyle issues in relation to retaining knowledge workers. Yet, how would contradictory practices be resolved in such a strategy? Moreover, the literature focuses on debating and studying KM strategies at the organizational level. Although it should not ignore the high-tech knowledge management tools, HRM contains the exper-tise to develop low-tech knowledge man-agement strategies. Reasonable failures should be tolerated in order to promote a culture of action and risk-taking . However, these are the general roles that one can expect to fulfill in one capacity or another if one pursues a career in KM. Smith  claimed that knowledge workers value nonfinancial incentives more than financial ones. To properly encourage knowledge contributions, organizations must realign incentive schemes to accurately account for these vital contributions. Olomolaiye and Egbu  also argued that performance appraisal should stress intrinsic needs, teamwork and collaboration. Gourlay  added that the employees’ willingness to cooperate with KM initiatives is likely to be dependent on HRM policies and procedures. Also, training can be classified as internal or external. Others emphasized the need to select individuals capable of adapting to different cultures rather than fitting an existing culture . From a KM standpoint, recruitment and selection should aim at filling knowledge gaps, which allows an organization to adopt a more flexible approach, as opposed to simply “filling jobs” . Each reader of the document must pay a certain number of KCUs for use of the document. The chapter is structured as follows, a background to conceptualization, approaches and strategies of KM, and then the role of HRM in supporting various KM strategies. This is a limited and ultimately hazardous perception . Moreover, Kase and Zupan  commented that the performance of HRM should be linked with learning, innovation and intellectual capital. So far, the available literature on the role of HRM in supporting KM theoretically suggests a strong potential contribution for HR practices in implementing effective KM strategies. Such activities help ensure the integrity of the corporation without much publicity and damage. So, in order to operationalize KM into a strategy, we need to understand how organizations view KM. The success of strategic HRM in the knowledge economy also depends on its ability to harness the hidden potential in the informal social architecture, including tacit knowledge, co-operation and informal learning . Licensee IntechOpen. 'Knowledge Flow' represents the ways in which knowledge is transferred from people to people, or from people to a knowledge database. To present a different point of view, Kase and Zupan  emphasized the importance of recruitment and selection in being able to find people who fit the organizational culture and support knowledge networks. HRM remains committed to recruitment and selection, on-boarding, training, management development, performance management, succession planning, career paths, and other aspects of talent management. Yet, they also stress that the process of allocating individual incentives should be reliably measured or the process could be viewed as being complicated and lacking in fairness. SHRM's HR Knowledge Advisors offer guidance and resources to assist members with their HR inquiries. The HRM of the organization has an important role to play in the overall improvement of the employee’s knowledge. Along the same line, Gope et al. It is widely accepted that “it is not technology, but the art of human- and humane-management” that is the continuing challenge for executives . Along similar lines, Narasimha  looked at the performance appraisal process as a measurement of innovation level and how an employee has sought to develop knowledge. How is knowledge moved from creators/producers to seekers/consumers? Knowledge retention will even augment when benefiting from the employee knowledge-acquisition. Banerjee  also believes that we must look beyond human capital to a more sustainable and holistic view of individuals; suggesting the term “sustainable human capital” that moves away from the traditional view of human capital. Filius et al. For instance, if linked to project management systems, they will directly feed operational data that can be used to monitor human resource usage and performance. So, it can be hypothesized that, within a combination strategy, the HRM and organizational practices of a company with a personalization approach would prevail over those of a company that has adopted the codification approach. Knowledge management is any system that helps people in an organization share, access, and update business knowledge and information.  also state that a high level of effective learning takes place when employees are involved in innovative projects.  argued that one strategy will be used to a greater extent whilst the other one is relegated to a more supportive role. In particular, HRM supports employees in creating and managing knowledge through the sharing of ideas, opinions and experiences . Reviewing existent various KM definitions and categorizing them based on defining the nature of knowledge, reflects the basic assumption of two paradigms that have been labeled differently. In reality, juncture and co-proximity orientations of each paradigm stem from ontological and epistemological assumptions on KM’s nature . HRM is understood here as a set of policies, practices and systems that influence behaviors, attitudes and performance of organizational members, aiming to increase their competitiveness and learning capacity, to the extent of creating a culture of learning. The HR Role is in maximizing the value of the human capital employed in the organization. Laursen and Mahnke  state that individual incentives serve to underline the strong performance of individual employees when carrying out personal tasks. The content validity of the model was determined according to Lawshe’s technique, Secondly, although a combination approach may indicate an unclear strategic orientation within a company; this may actually be a reflection of the organizational complexity and the need to accommodate different strategies to serve various needs. The role of the HR Management dramatically changes. Consistently, an effective selection is vital to acquire new knowledge and increase innovation for top key employees in the hotel industry . Knowledge integration (KI) is a source of sustained competitive advantage for firms.  claim that either personalization or codification should be dominant. Suzana and Kasim  studied the significant role of Knowledge management practices in improving the performance of organizations. Firstly, both standpoints agree that a personalization approach and a codification approach coexist within a single organization, yet with different roles. Within this system, employees can provide their preferred communication medium for knowledge exchange, along with alternatives. Those are two complementary processes and interdependent constructs in the theory of knowledge-based view of the firm as they have a direct link with strategic management and strategic HRM [3, 8]. Subsequently, some firms have created two hierarchies as a response to the personal career needs: a managerial hierarchy and an expert-oriented hierarchy. var currentLocation = getCookie("SHRM_Core_CurrentUser_LocationID");
Human capital (skills, knowledge and behaviors) and organizational capital (routine, systems, tacit knowledge) are the most cited resources in the resource-based view literature, which are gained over time and make it difficult for competitors to interpret and imitate . The extended use of information systems has a … Your session has expired. Companies that have adopted the personalization approach like to promote upward movements: it is either “up or out” for some. Kase and Zupan  also stated that internal training helps to build cohesive groups while external training helps to form intra-organizational and extra-organizational networks.
2020 role of knowledge management in hrm