...Summary This article focuses on how Knowledge Management impacts the Organization performance. As per the author, Knowledge Management is a process that transforms individual knowledge into Organizational knowledge. The aim of this paper is to show that through creating, accumulating, organizing and utilizing knowledge, Organizations can enhance Organizational performance. It talks about how Knowledge Management consists of various factors like strategy, cultural values and workflows. This article contributes to the Knowledge Management field through understanding those factors, their interrelation and the role of Information Technology in achieving a better business performance. The author emphasizes that one of the aspects of introducing Knowledge Management practices in Organizations is its positive impact on Organizational performance. The article talks about history, different sources and mechanics of Knowledge Management. It highlights the important aspects and tools of introducing Knowledge Management process in an Organization. For example, how technology can play a huge role in establishing and implementing a Knowledge Management system in the Organization; how it is a cultural shift, what information should be shared and how to set those key dimensions in an Organization; what is key role HR plays in implementing a Knowledge Management system etc. As per the author, Knowledge Management is essentially a people related discipline, with focus on strengthening collaborative...
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...manpower development on employee’s productivity and organization performance has attracted considerable interest in the analytical and empirical literature. On the whole, human resources management theory has paid considerable attention to this debate; however, the theoretical predictions are ambiguous. Depending on their underlying assumptions, some approaches predict that the performance of an organization is necessarily based on innovative labour force, technology, quality management, and customer satisfaction; while others see training as a tool in the hands of human resources managers to activate and empower the productive base of an organization (Dhamodharan, 2010). Barron and Hagerty (2001) asserted that employee training and manpower development is very vital to job productivity and organization performance, since the formal educational system does not adequately provide specific job skills for a position in a particular organization. While, few individuals may have the requisite skills, knowledge, abilities and competencies needed to fit into a specific job function, some others may require extensive training to acquire the necessary skills to be able to fit in a specific job function and also make significant contribution to the organization’s performance. Guest (2007) asserted that human capital theory provides evidence which indicates that training and education raises the productivity of workers by imparting useful knowledge and skills, hence raising workers’ future income...
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...Knowledge management and organizational performance: Theoretical Study 1. Introduction Knowledge is an asset that needs to be effectively managed. Interest in knowledge management (KM) has grown dramatically in the recent years, as more researchers and practitioners have become aware of the knowledge potential to drive innovation and improve performance. For an organization to remain competitive, it must effectively practice the activities of creating, acquiring, documenting, transferring, and applying knowledge in solving problems and exploiting opportunities. Many researchers argue what the organization comes to know explains its performance. The ultimate test of any business concept, such as KM, is whether it improves business performance. If organizations cannot use knowledge to improve performance, knowledge does not have measurable value. However, management research has often overlooked the role of knowledge and KM in the analysis of organizations and their performance. Most of KM research consists of either theoretical analyses of KM issues or case-based reviews of organizations’ KM practices. Consequently, KM research is short of offering an unambiguous understanding of the role of KM in improving organizational performance. On the other hand, effective KM entails an understanding of the interrelationships that may exist among KM processes such as knowledge acquisition, knowledge creation, knowledge documentation, knowledge transfer, and knowledge application. These...
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...culture on knowledge management Introduction: From 1993 knowledge was an important economic resources and to gain the competitive advantage organization should have emphasis on knowledge. Now a day its knowledge based economy in which knowledge based organizations have focus on the process of knowledge management which is knowledge creation, knowledge acquiring/learning, knowledge sharing and knowledge transferring. Organizational knowledge has two types tacit and explicit knowledge. Tacit knowledge basically subjective and experiential based which cannot be express in words while explicit knowledge based on objective and rational knowledge which can be express in words. According to Maggie Haines, NHS Acting Director of KM “Knowledge management is a process that emphasizes generating, capturing and sharing information know how and integrating these into business practices and decision making for greater organizational benefit.” Leaders play important and significant role in developing and maintenance the culture in an organization. An effective leader should be have understanding of organizational culture so that they can implement knowledge management effectively (S.K. Sharma & A. Sharma, 2010). Organizational culture means believe and value structure in an organization. We have taken two approaches of leadership; transformational and transactional leadership behavior. Problem statement: In developing countries few organizations has focus on knowledge management. Knowledge...
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...AND KNOWLEDGE MANAGEMENT: According to Edvardsson (2008) knowledge-oriented human recourse practices can improve firms’ knowledge sharing processes through two different ways. First, firms can use such human resource management (HRM) practices which can provide a foundation for acquiring and encouraging firms’ employees. Second, firms can use such sorts of HRM practices for building an organizational culture that support the knowledge capture, transfer, and use. Chen and Huang (2011) stated that HRM practices and policies are the key sources by which organizations can influence on the individuals’ behaviors, attitudes, and skills. In this fast-growing environment, where flow of information resources or knowledge transfer processes...
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...Effect of coaching on employee performance and organizational performance Name: YUE YIN Student Number: YINYU1302 Course: MGT3HRD Tutor: Ajay Kumar Date: 17/12/2015 Table of Contents 1.0 Introduction 3 2.0 Coaching improve employee performance 3 3.0 Benefit to the organization 6 4.0 Barriers to coaching 8 5.0 Conclusion 8 References 10 1.0 Introduction The global competitive market place today has shifted the way modern organizations approach human resource within the organization. The flatter organizational structure coupled by job insecurity among workers and particularly new one find it difficult to adjust to the new changes. The newly promoted staffs are also finding it difficult to adjust to the progress and develop quickly as they gain new skills and responsibility. Coaching is one of the best strategies that can be used to help these workers to be more adaptable and increase their flexibility. Coaches can use different learning styles to support a range of employee who need specialized skills in order to increase their performance. Since individual needs are highly diverse, a one size fit for all is obviously inappropriate. Thus, organization needs to develop new strategies that support the organization to tailor individual needs (Ellinger, Ellinger & Keller, 2013). Coaching can be used by managers to provide a flexible responsive development approach which can support many workers with diverse needs compare to traditional form of training...
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...benefited or handicapped by a IT system. Interestingly, each position may have a different perspective of how IT helps them do their job. The purpose of this review is to provide the reader with a clear indication of the benefits of IT on businesses, particularly for managerial effectiveness. Introduction This literature review will focus on the impact of Information Technology on managerial decisions in business organizations. The objective of this review is to highlight nine concepts from various studies from IT group, business industries, and research groups. The concepts have been thoroughly studied and adequate analysis has been done to confidently support the hypothesis in question. “Is Technical Competency a mediator and moderator of managerial effectiveness?” As you read this review you will be presented with arguments that address the ability for IT to enable and impede organizations, perceptions about IT in an organization and how it impacts the use of IT systems, the need for effective alignment of IT systems, areas where IT systems are critical, impact of change management and training of IT life cycle performance, and the key factors influencing IT in large corporations. The literature review will be organized using the thematic review within the body of this paper. Each point and or sub-point will be clearly identified and cited. The goal of the review is to provide the...
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...Hershey’s Sweet Mission-Performance Management System Recommend the redesign of Hershey’s performance management system to appeal to the diverse groups that it employs. The redesign of Hershey’s performance management system is set up to look at employee’s skill sets on specific projects for the organization. This redesign is an effort, in which the people of the company set goals and track the progress of projects which would measure both business results and the achievement of employees working toward Hershey’s four core values (Noe, et.al., 2011, p. 56). This redesigned performance management system would allow employees to show their performance based on goals that are set on specific projects instead of just every day mundane work. It would increase motivation amongst employees as they would now have specific goals attached to a project that has a clear objective and their progress and work efforts on these projects would have a focus on direct business efforts that would help them feel like they are a part of the team. This performance management would allow both the baby boomers and the millennial worker to showcase their skill sets and have a direct effect on the business. Employees will have a chance to really shine and have their performance graded on substantive work that really counts toward the success of the company. This system would challenge its employees to be the best where it really counts. If you were a Hershey’s employee, analyze how you would...
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...Technological Research (IJAETR) www.abhinandanpublications.com/ijaetr Vol. 2, Issue 3, May-June 2013, pp. 407-414, ISSN: 2278-7070 (Online) Impact of Human Resource Practices on Organization Outcome Ruchi Sharma ABSTRACT Human Resource is the most important asset for any organization and it is the source of achieving competitive advantage. Managing human resources is very challenging as compared to managing technology or capital and for its effective management, organization requires effective HRM system. HRM system should be backed up by sound HRM practices. HRM practices refer to organizational activities directed at managing the pool of human resources and ensuring that the resources are employed towards the fulfillment of organizational goals. This paper has been designed to review the existing literature available on HRM Practices. The purpose of this paper is to develop an understanding of impact of human resource practices on hr outcomes. After reviewing the existing literature on HRM practices, the researchers have found that HR outcomes have great impact by human resource practices. HISTORY HRM in India is centuries old. The first reference of HRM was provided by Kautilya as early as 4th century B.C. in his book Arthashastra‘. The work environment had logical procedures and principles in respect of labour organization such as Shreni‘Wages were paid in terms of quantity and quality of work. Workers were punished for unnecessary delay or spoiling of work. Kautilyas...
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... Leadership in Organizations 5 Transformational Leadership 6 Servant Leadership 9 Organizational Learning 10 Organizational Performance 13 Analysis 14 Theoretical Framework 16 Hypothesis 16 Methodology 17 Data Analysis and research findings 19 Conclusion and Discussion 28 Bibliography 29 Bibliography 29 Acknowledgment The process of research is a complex one and requires immense guidance at all stages. We are thankful to our respected advisor Mr. Muhammad Ali who guided us on every stage despite our shortcomings. We are also thankful to our respected advisory committee for their valuable feedback and suggestions. We would be thankful for further feedback from our Evaluation Committee. Abstract The purpose of this study is to examine the impact of two comparative leadership styles on organizational learning and performance of non-profit organizations. The leadership style undertaken is transformational leadership and servant leadership. A sample of 100 participants is taken from non-profit organizations based in Pakistan. Data was gathered through quantitative surveys on a five point likert scale. SPSS was used for analysis purpose. The results showed that the level of organization learning doesn’t affect organization performance. These results mean that organizations should focus on other factors rather than the type of leadership they are following if they want to improve their learning or performance Scope and Purpose Non Profit Organizations are working towards...
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...THE PAPER This study examined the validity of strategic human resource management practices and their effects on company performance on the basis of service sector, ownership and private-public organizations. Data were collected from several articles (mentioned in the reference section) and studies about different range of strategic HRM practices. The findings indicate that a valid set of strategic HRM practices (training, participation, results-oriented appraisals, and internal career opportunities) affect both service performance and financial performance. HRM strategies may be influenced by the decisions taken on strategy (the nature of the business currently and in the future) and by the structure of the enterprise (the manner in which the enterprise is structured or organized to meet its objectives). In an enterprise with effective HRM policies and practices, the decisions on HRM are also strategic decisions influenced by strategy and structure, and by external factors such as trade unions, the labor market situations and the legal systems. In reality most firms do not have such a well thought-out sequential model. But what we are considering here is effective HRM, and thus a model where HRM decisions are as strategic as the decisions on the type of business and structure. This study explores the three important questions in the context of Bangladesh mentioned below: 1. Whether extent of impact of strategic HRM varies from sector to sector within service sector? ...
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...IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE IN NIGERIA: AN EMPIRICAL STUDY OF ECOBANK NIGERIA PLC IN THE LAST FIVE YEARS IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE IN NIGERIA: AN EMPIRICAL STUDY OF ECOBANK NIGERIA PLC IN THE LAST FIVE YEARS FADIORA RICHARD GBOLAHAN MBA HUMAN RESOURCES MANAGEMENT DISSERTATION DEPARTMENT OF MANAGEMENT SCIENCES NATIONAL OPEN UNIVERSITY OF NIGERIA LAGOS NIGERIA E-mail: ricardopsych@yahoo.com Tel: +2348065538913 Abstract This research study examines the impact of human resource management practices on organizational performance in Nigeria focusing on Ecobank Nigeria Plc in the last five years. A total of 50 samples were drawn from the bank population at its corporate head office in Lagos. Out of the 50 self-reported questionnaires administered in this research, 35 were returned upon which the data analyses were based. The primary data collected through questionnaire responses in this research were analyzed using Chi-square statistical techniques. Secondary data were consulted by reviewing Ecobank’s Annual Reports and Financial Statements. Selected HR Metrics such as Revenue Factor, Human Capital Value Added (HCVA), and Human Capital Return on Investment (HCROI) were used to analyze the secondary data respectively. The findings of this research have shown that Ecobank Nigeria Plc has a well-articulated human resource management policies and practices...
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...Senior Lecturer Course: Human Resource Planning Course Code: HRM 360 North South University Date of Submission: 11th April 2012 April 09, 2012 A.K.M. Mominul Haque Talukder Senior Lecturer, School of Business & Assistant Proctor North South University Bashundhara, Dhaka 1229 Dear Sir, Subject: Research Report on Level of Satisfaction of the employees of Avery Dennison. We have the honor to present to you the research report entitled ‘Factors of Human Resource Planning Affecting a Company’s Competitive Advantage’. The main purpose of this report was to assess the relationship between the seven different variables of human resource planning and the independent variable namely competitive advantage of our organization of research that is R-Pac Bangladesh Ltd. We hope that this report will merit your approval. Respectfully yours, __________________ __________________ __________________ Trishita Chowdhury Tahmina Jahan Sharmin Akhter Khan 081 358 030 082 302 030 082 635 030...
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...Employee Performance: A case study of Resourcery PLC 4,013 Words Table of Contents 1.0 Introduction – page 1 1.1 Research Questions – page 3 1.2 Research Objectives – page 3 2.0 Literature Review – page 4 2.1 Definition of Employee Performance – page 4 2.2 Definition of Training – page 5 2.3 Training Design – page 6 2.4 Work Environment – page 6 2.5 Impact of Training on Employee Performance – page 7 3.0 Methodology – page 9 3.1 Qualitative and Quantitative Methodologies – Page 9 3.2 Theoretical Framework – Page 10 3.3 Research Variables – page 10 3.4 Research Design – page 11 3.5 Sampling Frame – page 11 3.6 Population – page 12 3.7 Sampling Method – page 12 3.8 Sampling Size – page 13 3.9 Unit of Analysis – page 13 3.10 Data Collection procedures – page 13 3.11 Instrument – page 14 3.12 Data Analysis – page 14 4.0 Reflection and Resources – page 1 4.1 Timeline – page 15 4.2 Reflections – page 15 5.0 Bibliography – page 17 1.0 INTRODUCTION With the increase in international business and globalization trends, organizations find themselves in a rapidly changing environment. To adapt, organizations must have a skilled workforce to be able to perform effectively and training and development plays a pivotal role in this area. Some researches argue that training and developing employees increases organizations’ overall performance and effectiveness. It is crucial for an organization or institution...
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...Journal of Diversity Management – Second Quarter 2010 Volume 5, Number 2 Impact Of Job Analysis On Job Performance: Analysis Of A Hypothesized Model Rehman Safdar, Pakistan Electronic Media Regulatory Authority (PEMRA), Pakistan Ajmal Waheed, Quaid-e-Azam University, Pakistan Khattak Hamid Rafiq, National University of Modern Languages, Pakistan ABSTRACT Researchers have developed a relationship between HRM practices and organizational performance, but the relationship between HRM practice like job analysis – employee Job performance remains unexplored. This paper, based on a study of employees of Pakistan Public sector regulatory authorities of telecommunication, oil and gas, power, media, security exchange, banking sector and organizations being regulated by these authorities is an attempt to develop and test a hypothesized model linking HR importance of job analysis with employee job performance. Survey results of 568 employees indicated that practice of job analysis was strongly related to employee job performance. The findings suggest that an organisation-wide policy of job analysis is an important source of competitive advantage in its own right, and requires due attention of HR professionals. The study extends the findings of the HR–employee job performance research pursued in Western countries to a non-Western context. Keywords: Human resource management; HR practices in regulatory authorities; HR-performance linkage; Job analysis; Job performance; Job satisfaction;...
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