The Relationship between Knowledge Management Initiatives and Human Resource Capability: Towards a Competitive Firm Performance
Norhaiza Binti Ishak
Faculty of Business and Law, Melaka Campus,
Multimedia University, Ayer Keroh Lama, 75450 Melaka
Email: [email protected]
Uchenna C. Eze
Faculty of Business and Law, Melaka Campus,
Multimedia University, Ayer Keroh Lama, 75450 Melaka
Email: [email protected]
Knowledge is increasingly becoming a catalyst for change and creativity in organizations: enabling effective production, marketing, sales, administrative, operational and strategic activities. Existing literature in knowledge management, however, has focused mainly on generic benefits derivable from knowledge management applications. This paper examines the roles knowledge and knowledge management could play in enhancing human resource effectiveness among Malaysian firms. To achieve this objective we will conduct a detailed literature review on the implications of knowledge management on effective human resource development, and the consequences for firm performance. We propose that firms that develop strong knowledge management culture and apply lessons from this developed culture would be able to achieve high performance level compared to firms that do otherwise. In addition, when a firm is able to perform more effectively compare to competitors, there is the tendency for these firms to achieve competitive advantage. This paper could serve as a frame of reference for future researchers with respect to literature, and may enable practitioners to gain better understanding of key requirements for maintaining competitive performance via effective integration of knowledge management (KM) and human resource activities.
Keywords: Human Resource Capability, Knowledge, Knowledge Management, Competitive Performance, Malaysia
For countries in the vanguard of the world economy, the balance between knowledge and resources has shifted so far towards the former that knowledge has become perhaps the most important factor determining the standard of living – more than land, than tools, than labor. Today’s most technologically advanced economies are truly knowledge-based. (World Development Report, 1999). Work in developed economies has migrated from agricultural to manufacturing and more recently to service/knowledge based. The migration is accompanied by two notable developments, both of which carry significant implications for human resource management (HRM) (Charles & Jean-Marie, 1999). The two notable developments are: 1. An evolution from rational (engineered, fragmented, bureaucratic) to natural (organic, psychosocial, humanistic) to open systems (multiply-connected) frames of meaning in the management and organizational literature (Perrow, 1973; Scott, 1987). This caused a transformation from the Old Economy to the New Economy, from an emphasis on the main forms of production being capital, land and labor to an emphasis on information knowledge and technology. The New Economy is moving beyond bulk-material manufacturing to designing new technologies, beyond processing physical resources to processing knowledge, beyond applying raw energy to applying ideas (Arthur, 1996). As a consequence of this - and in the ideal – it is commonly observed that organization designs and managerial practices are becoming more differentiated, less bureaucratic, less reliant on hierarchical authority structures and more psychosocially integrative (Charles and Jean-Marie, 1999). 2. The development involves the post-industrial revolution (Bell, 1973), which, spurred especially by the information revolution (Postman, 1993), has installed knowledge as a primary factor of production. As Drucker (1992) suggested in the early 1990s, the classical factors of production – land, labor and capital – are becoming secondary to knowledge as the primary resource for the New Economy.
...Understanding the RelationshipBetweenHumanResourceManagement and HumanResource Development
National American University
Understanding the RelationshipBetweenHumanResourceManagement and HumanResource Development
Humanresourcemanagement (HRM) is the umbrella under which all other humanresource activities are found. Some of the major activities under the umbrella are: benefits and compensation, health safety and security, humanresource planning, staffing, equal employment opportunity, and humanresource development (HRD) (Werner, DeSimone, 2012). Byars and Rue (2011) define HRM as, “Activities designed to provide for and coordinate the humanresources of an organization” (Byars, Rue, 2011, p.3).
The Goals of HRM
The ultimate goal of HRM is to ensure that all humanresource elements are being provided and are functioning effectively. Whether the management function is accomplished in a centralized department or decentralized throughout the organization, it is a responsibility that is shared by humanresource...
HUMANRESOURCE ROLE IN KNOWLEDGEMANAGEMENT
The urge of an organization to acquire and preserve the knowledge of its employees within its organization has lately become tremendously increasing due to the rising competitions among all organizations. Be it a profit or non-profit and big or small organizations, the environment of the present situation is so much different from a particular organization doing its business 10 years ago. In those days, an organization has all the luxury of keeping its best employees for long enough even to some extent until their employees stop working and retire. But now, an employee may leave his or her workplace due to much better prospect offered by other companies. With such short scenario that has been illustrates above, it justify the emerging concept of knowledgemanagement. There are also other essential factors that made knowledgemanagement at present becomes more and more important to an organization. As described from Shelda Debowski writings:
Knowledge is the process of translating information (such as data) and past experience into a meaningful set of relationships which are understood and applied by an individual. As the values of employees and organizational data have become more crucial to the organization’s outcomes and competitiveness, the...
Relationshipbetween Strategic HumanResourceManagement and FirmPerformance of Kenya’s Corporate Organizations
Miss Esther Wangithi Waiganjo, Tutorial Fellow School of HumanResource Development Jomo Kenyatta University of Agriculture and Technology P.O Box 62000-00200 Nairobi, Kenya. Prof. Elegwa Mukulu, Ph.D. Associate Professor School ofHumanResource Development Jomo Kenyatta University of Agriculture and Technology P.O Box 62000-00200 Nairobi, Kenya. James Kahiri, Ph.D. Senior Lecturer Department of Mathematics Kenyatta University P.O Box 43844-00100 Nairobi, Kenya. Abstract
This paper examines the extent to which strategic humanresourcemanagement influences firmperformance from various critical perspectives. Rapid environmental changes, competition to provide innovative products and services, changing customer and investor demands and globalization have become the standard backdrop for firms. Sustained competitive advantage could be generated from a firm’s human capital by designing strategic humanresourcemanagement to diagnose a firm’s strategic needs which is required to implement a competitive strategy and achieve operational...
HumanResourceManagement (HRM) has become very important when it comes to the sustainable success of an organisation. In the last couple of years HRM has changed and advanced considerably (Anca - Ioana). It is said by Nankervis, Compton, Baird, and Coffey, (2011) that HumanResources is the one aspect of an organisation that makes it successful. HRM is essentially the part of an organisation that is in charge and accountable for the management of its people in all aspects (Nankervis, Compton, Baird, & Coffey, 2011) – treating the employees as valuable stakeholders as opposed to a resource used to produce the right work at the end of the day. This will include the overall employment experience which includes procedures, systems and processes, policy-making, planning and implementation, as well as career and training in order to develop the organisation (Heil, 2014). HRM has become prevalent when it comes to an organisations competitive advantage. According to Anca – Ioana, in recent years the awareness that a company cannot develop or survive without a competitve advantage over its competitors has increased. In this essay the different Strategic HumanResourceManagement (SHRM) models will be discussed in order to display which models will be a competitive advantage for an organisation....
...Knowledgemanagement and the competitive strategy of the firm
Leila A. Halawi, Richard V. McCarthy, Jay E. Aronson
First the paper discussed the Porter's Five Forces Analysis. It is an vital instrument for assessing the profitability in an industry. With a little alteration, it is functional as a way of assessing the stability of influence in more general circumstances. It works by analyzing at the power of five forces that influence competition: the supplier power, which is the power suppliers have that could drive up the prices of inputs. The second is the buyer power, which is the power of clients to force down prices. Third is the competitive rivalry, which analyzes the force of rivalry in the industry. The fourth force is the threat of substitution, this force study the degree to which different products and services can be used in position of its own. The last force is the threat of new entry, it finds the ease with which new entrant can enter the market. Studying these factors can clearly state if the industry was attractive profit wise or not, if the competition was high or low, and show the place of the business in the industry.
After that the paper discussed the resource-based view (RBV). RBV argues that firmsresources, a subset of which allows them to achieve competitive advantage, and a division of those that guide to greater...
...Developing yourself as an effective HumanResources or Learning and Development Practitioner
Prepared for: Compass & CIPD
This report is deigned to illustrate that I understand the knowledge and skills required to be an effective HumanResources practitioner.
I will demonstrate this by exploring the following elements:
a) Briefly summarising the CIPD Profession map.
b) Looking and describing:
i. Two core professional areas.
ii. The specialist professional areas.
iii. The bands and behaviours.
c) Comment on the activities/knowledge of 1 professional area in band 1 which I consider most essential to my HR role.
The CIPD profession map extensively plans out exactly how HR can add the most continuous value to its individual organisations now and forecasting for the future.
The CIPD map represents the highest standards of HR competence. It sets out what effective HR professions do and deliver across the board; all sectors from generalists to specialists, administrators to directors it describes the required skills, knowledge and behaviours for one and all.
In 2009 CIPD commissioned comprehensive surveys for the HR community 4,500 people answered detailed questions regarding their jobs, professional needs and future aspirations (Appendix one for more details).
The most interactive way to use the Profession Map is to log in to CIPD and use My HR Map....
...Hospitality HumanResourcesManagement: Assessment 2
In organisations today, the scope of humanresourcemanagement is vast but there are three main functions that humanresourcemanagement is comprised of – strategies, plans, practices, processes and policies; attract, manage, develop and reward; and contributing to the overall performance of the organisation. Throughout this literature review the different approaches that various authors take when outlining the what activities, tasks and functions contribute to the role of an humanresources manager in organisations will be discussed as well as the features that are unique to the industry and affect the role of humanresources manager in hospitality. I will also make an executive suggestion as to which humanresource approach I feel is the most appropriate for organisations in the hospitality industry from the readings used in this literature review. The main sources that will be referenced in this literature review include Rudman (2010), Armstrong (2006), Baum (2007) and Fáilte Ireland (2005).
Humanresourcemanagement is an important role within organisations and businesses which focuses closely on both the recruitment and the overall...
...MGMT 2718 HumanResourceManagement Notes
People are our most valued resource
‘New’ emphasis on achieving organisational success through management of people
HRM as the ‘organisation’s conscience’ – where workers can expect to be treated with fairness
HR ‘Process’ – recruitment, selection, training and development, performancemanagement, reward and motivation, redundancy
‘Hard’ – ‘military’ model – management as commander – dictates strategy, then HRM follows – quantitative emphasis on the numbers
‘Soft’ – HR managers may have influence on strategy
Conscience of the firm or a strategic partner
Issues of HRM
Often the benefits of HRM oversold
Employers may not be able to deliver on the promise of HRM - often the quest for ‘success’ (profits and survival) can necessitate cutting employee’s conditions
The best HRM techniques and high commitment workplaces will not necessarily ensure success – they can’t protect the organisation against pressures from international competition and the global financial system
Researchers have sought unsuccessfully to find direct links between HRM practices and organisational success
IR regulation and unions have not disappeared
Globalisation and offshoring
Academic Disciplinary Contributors to HRM – management, sociology, psychology,...