Asian Journal of Management

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Integration of KM and HRM, It's Impact on Organizational Performance


Affiliations
1 Bharatesh Education Trust's, Global Business School, Belgaum, Karnataka, India
     

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The paper highlights a number of issues insights and findings which can have significant implications for the management of human resources within organizations in the knowledge era. The paper focuses on human resources theories and practices, which are used to support learning and knowledge sharing in organizations, involving the hiring and selection processes, performance assessment, recognition, and other fields of human resource management, influencing knowledge transfer in every day work. It is outlined what specific changes are necessary in organizational structure, culture and behaviour o facilitate KM, or what new roles are required for HRM.

The aim of this paper is, first, to analyse which impact HRM practices, such as strategy, hiring and selection, training performance management, and remuneration have on the creation and distribution of knowledge within firms. Second, the paper attempts to assess whether or not knowledge management requires a particular human resource strategy.


Keywords

Knowledge Management, Human Resource Management, Core Employees, Organizational Performance, Knowledge Economy, Codification, Strategies.
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Abstract Views: 612

PDF Views: 4




  • Integration of KM and HRM, It's Impact on Organizational Performance

Abstract Views: 612  |  PDF Views: 4

Authors

M. H. Uma
Bharatesh Education Trust's, Global Business School, Belgaum, Karnataka, India

Abstract


The paper highlights a number of issues insights and findings which can have significant implications for the management of human resources within organizations in the knowledge era. The paper focuses on human resources theories and practices, which are used to support learning and knowledge sharing in organizations, involving the hiring and selection processes, performance assessment, recognition, and other fields of human resource management, influencing knowledge transfer in every day work. It is outlined what specific changes are necessary in organizational structure, culture and behaviour o facilitate KM, or what new roles are required for HRM.

The aim of this paper is, first, to analyse which impact HRM practices, such as strategy, hiring and selection, training performance management, and remuneration have on the creation and distribution of knowledge within firms. Second, the paper attempts to assess whether or not knowledge management requires a particular human resource strategy.


Keywords


Knowledge Management, Human Resource Management, Core Employees, Organizational Performance, Knowledge Economy, Codification, Strategies.

References