We are IntechOpen, the world's leading publisher of Open Access books. Furthermore, some scholars have suggested that relative compensation should also be based on contribution, knowledge and skills without sole emphasis on hierarchical position, i.e., taking into account teamwork and flexibility rather than functional and individual measures [54, 55]. The model takes into account the following facets: infrastructure, info-structure and info-culture. Both can be considered important; however, for the knowledge workers group, communication loyalty seems to act as a stronger retention factor. added that HR practices have a vital role in supporting knowledge-work within organizations, especially that they empirically confirmed that motivation, ability and the opportunity provided to knowledge-workers influence knowledge application, sharing and creation. Firstly, both standpoints agree that a personalization approach and a codification approach coexist within a single organization, yet with different roles. A change towards a project-oriented society is observable (Gareis and Huemann, 2001), with projects becoming more widely used (Lundin and Söderholm, 1998). However, whether or not the HR section is chosen to undertake this role is based on the performance of the department, i.e., the better it performs, the more trust is generated within the organization and the more likely it is to be chosen as the best candidate to roll out KM initiatives [40]. Following on from this, the IT approach is adopted, with the eventual use of the codification strategy. Hadi El-Farr and Rezvan Hosseingholizadeh (May 31st 2019). Therefore, orientation coaching and mentoring should be provided by managers in addition to including knowledge sharing in performance appraisals. Apply for the SHRM-CP or SHRM-SCP exam today! However, many scholars argue that such freedom offered to workers should be infrequent and training direction should be disseminated from the top of an organizational hierarchy downwards. Dialogs, learning histories and communities of practice are among the techniques that have to be used in order to facilitate tacit knowledge sharing. [8] revealed that companies encourage their employees towards self-choice career development and unhindered growth and provide them with flexibility and opportunities to enhance individual learning capabilities for creating new knowledge and sharing it in different functions and divisions. Another major debate in relation to the recruitment and selection process is concerned with so-called “cultural fitness.” Studies highlight the importance of a fit between new recruits and the organization’s knowledge culture. Practically speaking, this effort would help to enforce KM initiatives within firms and it would assist in repositioning HRM in a more strategic position fit for tackling the knowledge economy era. Are HRM practices customized within organizations to support various strategies or are they standardized based on the holistic KM orientation at the organizational level. Please enable scripts and reload this page. KM processes directly improve organizational processes, such as innovation, … While these mechanisms have been implemented in big consulting firms, their diffusion to the rest of the marketplace has been slow. Thus, these KCUs serve as incentives while rating the quality of knowledge provided. Sprinkle and Urick [65] suggested that improved learning will occur in organizations that facilitate targeted socialization, respond to new preferences and trends in development programs while leveraging multiple approaches including informal/individualized initiatives (such as on-the-job education, mentorship programs), and embrace multiple types of volunteering activities. [38] added that HR practices have a vital role in supporting knowledge-work within organizations, especially that they empirically confirmed that motivation, ability and the opportunity provided to knowledge-workers influence knowledge application, sharing and creation. [8] found that most of the companies tend to focus on the use of employment agencies to recruit talented employees and introduce new knowledge into the company. The constructed framework of HR practices under each KM strategy assumed that the practices should be consistent in order to best support the organizational strategy towards KM. KM approaches take an organizational focus in order to optimize organization design and workflows [2]. For skilled workers, providing team-based training, project-oriented training, on-the-job training, leadership development and other programs that are designed to improve quickly the employees’ learning capability are vital [8]. Nilsson and Ellström [12] emphasized that the general organizational success is increasingly associated with identifying, recruiting, managing, and retaining high performers or talented individuals to meet the present and future demands of an organization. Their main philosophical approach is dualism, which depends on classifications, taxonomies and contingencies [15]. The traditional focus on managing people has been broadened to managing organizational capabilities, relationships, learning and knowledge. The aim of the recruitment process is to attract, obtain and create knowledge [42]. [21] argued that one strategy will be used to a greater extent whilst the other one is relegated to a more supportive role. This paradigm is built on two pillars: strategic agility and knowledge management (KM). Consequently, the dual use of both internal and external training is seen to be favorable. ... (Knowledge, Skills, and Abilities) that may incorporate numerous “jobs,” and character personalities reflective of the organization’s philosophy. There are, of course, numerous HRM practices that exist in current literature; however, only six HR practices that have been discussed in depth in previous literature are analyzed in this article. With that in mind, effort should be made to retain, train and develop such personnel. Codification aims at codifying and storing knowledge with a high dependency on IT for further reuse. Human resource management is tasked with three ... and designating work. To understand the overall effect HRM practices can have, it is best to view them in combinations [41]. As for informal training and development, Olomolaiye and Egbu [39] highlighted its importance in strengthening knowledge sharing and competencies such as through mentorship and on-the-job training. 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. 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. Hosseingholizadeh et al. Knowledge sharing practices must be integrated into strategic business objectives, human resources practices, and the organization’s culture so as to encourage and support on-going collaborative behavior [32]. $(document).ready(function () { The second contribution can be deemed as the suggestions made, based on the literature review, for the role of various HR practices in supporting different KM strategies (Table 1). There is, of course, a probability that undiscovered gaps between theory and practice do indeed exist. Gope et al. Direct training also involves building people skills such as networking, team building and effective communication. Training subjects under personalization are more diverse than under codification and include subjects that strengthen employees’ technical and interpersonal skills. 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 [5]. Criteria that are measured send a message to employees of what is valued in the organization; therefore, performance management can hinder or support KM activities within and across organizational agents. Training is used in both. Each stresses various KM activities and their interrelations and management. It plays vital role in creating organisation. At the opposite end of the scale, a company with a personalization-based approach is concerned with the breadth and depth of an employee’s skills and competencies. The second type of loyalty is called communication loyalty. Initially the concept of HRM developed from U.S.A in the 1960s. Thus, the recruitment process for all the companies considers the level of fit between the individual and the organizational culture. They found that if employees are “outcome-linked” then individual incentives were found to work best; however, if the employees are reliant on helping each other (or “help-linked”) within the group to complete the goal, then group incentives produce an optimal result. Hosseingholizadeh [17] 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. The review ends up by identifying some research gaps and opportunities to be carried out in future studies. The extended use of information systems has a … $("span.current-site").html("SHRM MENA "); Hence, the constant evaluation of one’s stock and replenishment through training programs and/or hiring new personnel will be an important part of knowledge management. Another common labeling is concerned with where knowledge is situated. But how do you … Not sure where to start your learning journey? Open Access is an initiative that aims to make scientific research freely available to all. It is also interesting to further investigate the contextual characteristics under each KM strategy. [23] is equally viable, based on a number of reasoning points. Moreover, the personalization paradigm focuses more on people, where key performance indicators are related to people and tacit forms of knowledge as well as the quality of data [22]. Both are essential for knowledge creation and sharing. It is one of the most important objectives of human resource management. In short, various HRM practices do have a noticeable effect on KM [36, 40, 44, 45, 46]. Human resource management (HRM) practices—major contributor to organizations’ competitive advantage—should be utilized to manage organizational human assets through facilitating the development of competencies that generate organizational knowledge [4, 5, 7, 8, 9]. Therefore, the core purpose of the HR function is to develop, select and hire people, train and develop the staff, evaluate their performance, reward them and create a culture of learning to support and achieve the business strategy [22]. HRM designs a specific performance management framework which covers both execution and design. Knowledge with strategic importance must be protected from planned and unplanned depletion. The department where knowledge originated receives the sales fees. Many argue that using a combination of the two is the most favored method for companies, as the short-term rewards act as a direct motivator encouraging individual and group contributions, whilst long-term rewards are important for the retention of employees by rewarding them for long-term organizational performance [47]. This course will examine, among other topics, the factors reshaping the workforce, the impact on people management, and HR’s role as a change agent. 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. Similarly, Keat and Lin [61] found that talent development has a mediating effect between knowledge management and organizational performance in Malaysian private colleges. Additionally, Brelade and Harman [47] were of the view that the assessment should include the acquisition of new skills and knowledge by an employee and how he or she has taken on new projects and responsibilities, contributed to a community or a team and participated in developing others. On the other hand, the vast majority of training under a codification strategy is concerned with equipping employees with the technical skills that are needed for employees to be functional within their current role. Another issue related to compensation management is whether intrinsic rewards, extrinsic rewards or a combination of the two should be given to personnel completing KM-based tasks. Objective :-Human Resource Management helps a company to achieve its objective from time to time by creating a positive attitude among workers. In this role, the HR professional served executive agendas well, but was frequently viewed as a road block by much of the rest of the organization. Building on these insights, this chapter looks at the role of the human resource management (HRM) system as a key facilitator of effective knowledge sharing in age-diverse organizations. However, these are the general roles that one can expect to fulfill in one capacity or another if one pursues a career in KM. Studies on knowledge workers have found that they tend to have a high need for autonomy, significant drives for achievement, stronger identity and affiliation with a profession than a company, and a greater sense of self-direction. Companies that have adopted the personalization approach like to promote upward movements: it is either “up or out” for some. This kind of technology prevents inappropriate systems access by unauthorized people. Strategic Management - Role of HRM As stated earlier, the strategic management process involves four important stages: environmental scanning, strategy formulation, strategy implementation, and evaluation and control. Personalization competitive advantage is creativity and innovation in supplying unique and customized services that can be priced at high-profit margins [21]. [21], stipulates that new recruits—at junior levels—need limited specialized knowledge for their employment as their job description is mainly concerned with extracting knowledge from databases. Adding several extensions will help identify knowledge providers and sources, creating a knowledge map. Please log in as a SHRM member. Moreover, the literature focuses on debating and studying KM strategies at the organizational level. Differing perspectives of what knowledge is lead to differing KM formulations. Some of the important Human resource contributions in the company’s performance management framework are as follows: The basic theory of the Performance management … Human Resource Management in the Knowledge Economy examines how HRM must change to be a vital part of the organization. We must use technology to meet organizational goals and challenges. [21] are indeed right, then how can a supportive strategy be highlighted given that the firm places sole emphasis on its primary strategy? As suggested by Bontis and Serenko [26], employees’ capabilities depend on their training and development as well as job satisfaction levels. This section ends up by linking these topics in a KM sequential model which helps us to track the philosophical underpinnings and perspectives of each KM strategy. In their case study on a knowledge-intensive organization, Robertson and Hammersley [48] realized that underperformers were endured due to the realization that the knowledge-creation process is inconsistent and unpredictable and holds the possibility that it may not succeed. [44] also state that a high level of effective learning takes place when employees are involved in innovative projects. How do we promote knowledge contribution? Most crucial point about HRM is that HRM is not likely to resist the authoritarian imposition of views examined... 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