To create this environment, two mechanisms are suggested. First, managers should increase the opportunities that sales and marketing personnel have to develop social connection. Second, managers, especially top management’s managers, must provide support for the development and maintenance of such culture.
Because knowledge is dynamic, the one-time establishment of a knowledge management system will not work without refreshment, additions, and revisions. An ongoing commitment is necessary if knowledge management is to reflect the processes and power of human knowledge. In this regard, Bernard Marr et al. (2003) suggest an optimal alignment in between the epistemologies of individuals and corporate epistemology to manage and harness the intellectual capital in organization. They further postulate different epistemological concerns that lead to different knowledge creation processes required by different individuals and parts of an organization to accomplish their given functions.
Introduction Contemporary Human Resource Management (HRM) is a organizational function that encompasses recruiting, motivating and retaining people. It focuses on the people aspect, in order to ensure that the employees are used in an effective and efficient manner to accomplish organization’s objectives. It is done through a set of well-designed management systems. Traditional personnel, administration, and transactional roles of HRM are being outsourced increasingly. HRM’s main role is to zoom into how employees can be utilized strategically and impact the business with measurable.
Development, or HRD, is defined by Swanson (2001) as, “Human resource development is a process of developing and/or unleashing expertise through organization development (OD) and personnel training and development for the purpose of improving performance (as cited by Hassan, 2007, pg. 2). Lastly, management is those strategic functions that align HR tasks within its own department and with the overarching organizational strategies. This paper will attempt to give a broad overview from the available literature within three areas. First, the paper will explore the historical relationships of HR and organizational strategy.
Knowledge Management majorly can be seen as an approach whereby an enterprise or organization can influence the ‘tacit’ and ‘explicit’ Knowledge of its employees, trading partners, and outside experts for the benefit of the organization (Ackerman et al., 2002, Bellaver and Lusa, 2001). Knowledge Management leads to driving Knowledge till an extent of being a vital asset of an organization and alongside develops processes and activities to manage it efficiently & effectively (Moffet & McAdam, 2003). This essay throws light on two approaches to knowledge management and how they differ in context to the their respective techniques of Knowledge Management. The next section gives a broader view of Nonaka’s Theory and approach to knowledge management and his basis of considering individual knowledge articulation and Knowledge Sharing, a facilitator to organizational knowledge creation. Further, this essay explains how the implications of Knowledge Management, Individual and Organizational; link to management and strategy and how adapting proper techniques and processes of knowledge management provide organizations with a competitive advantage over its contenders.
An organization can define its strategic human resource roadmap by availing framework in which to plot a course to its future. For the achievement of this, an organization has to avail findings for utilization as benchmark for comparison with its assumptions, strategies and directions. The proper analysis of these factors may enable an organization to gain competitive advantage via its human resources in the marketplace. In the business context, the marketplace not only includes goods and services but also a good employer with both potential and existing employees (Thomas Cummings, 1994). On the other hand for an organization to effectively stimulate dialogue with its employee... ... middle of paper ... ...ivity-measurement-increases-competitive-advantage/ Gireesh Sharma, (2010).
Klein et al. positioned organizational culture as the core of organization’s activities which has total effect on its overall effectiveness and the quality of its products and services. Early studies have showed that there is a relationship between organizational culture and its performance. Organizational culture is naturally connected to organizational practices; therefore organizational performance is conditional on organizational culture.” Organizational culture can develop performance in a wide scale if it can be understood that what supports a culture. According to these authors the culture of an organization helps the employees to be aware of the firm’s history as well as current methods of operation and this specific detection concedes the employees with guidance about expected and acceptable future organizational behavior and
Generally, information and knowledge is a powerful resource that enable organization and employees or individuals to achieve several benefits such as improved decision making, learning, general knowledge and level of understanding. Therefore, any organization public or private can get benefits from implement knowledge management on their organization. According to Tallman (2004), organization engaged in collaborative inter-organization business process need to distribute information and knowledge to upsurge their competitiveness, knowledge based and innovation. This statement directly explains that knowledge sharing is importance within organization to increase the organization productivity. Knowledge sharing using knowledge management portal
As a result, the objective is to develop the right metric for knowledge based KPIs that has the ability to improve the performance of a task, and also provide the tools to monitor and evaluate the level of performance. Conclusion Knowledge management is integral to every organization’s ability to continue developing the practices involved in the management of complex initiative and the building of collective intelligence. Achieving the maximum returns for investment in knowledge management is the ability to strategize and establish the sound structures that can maximize returns from intellectual and information resources. Therefore, leaders who can adjust and leverage the transformational knowledge management within respective organization have a fantastic opportunity to make their enterprise more alert and more responsive. References Bourne, M., Mils, J., Platts, K., & Wilcox, M. (2000).
Secondly the paper will review relevant theories and practices associated with Strategic Human Resource Management (SHRM) and how these theories and practises can assist in managing the organisation knowledge. Lastly the paper will attempt tie to together knowledge, SHRM and how the use of SHRM can impact on the organisations competitive advantage. Within the professional services sector, such as consulting, an employees knowledge of the industry in which the organisation operates is important. This knowledge is applied to the problems encountered in order to develop solutions and answers specific to the problems and clients encountered (Teo, Brown et al 2008). This knowledge is also the organisations competitive advantage and must be harnessed as an asset (Razouck etc 2009) to ensure its most effective use.