Motivational antecedents, employee engagement and knowledge management performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mayuri Menike Atapattu ◽  
Twan Huybers
Keyword(s):  
Knowledge Management ◽  
Performance Management ◽  
Employee Engagement ◽  
Structure Learning ◽  
Knowledge Workers ◽  
Employee Empowerment ◽  
Learning Performance ◽  
Research Approach ◽  
Content Type ◽  
Individual Level

Purpose This paper aims to investigate the causal relationships between organisational practices, employee knowledge management (KM) engagement and organisational KM performance. Design/methodology/approach Following a quantitative research approach, an online survey of 536 knowledge workers from multinational knowledge-based organisations located in Sri Lanka was carried out. The data were analysed with structural equation modelling. Findings Teamwork, reward structure, learning, performance management and employee empowerment are found to be motivational antecedents of KM engagement while, subsequently, organisational KM performance is affected by employee KM engagement. Research limitations/implications The findings of this study are based on the use of five key organisational practices derived from the literature. Further research is needed to establish whether the findings extend to other organisational practices such as resourcing strategy, organisational culture and communication. Further, the sample for this research comprised knowledge workers in Sri Lankan organisations which limit the generalisability of the findings. Practical implications Teamwork, rewards structure, learning, performance management and employee empowerment are organisational practices that foster employee KM engagement. Organisational practices and employee KM engagement are imperative for the organisational success of KM initiatives. Originality/value This research introduces the term KM engagement as the indicator of individual-level KM success and integrates the sequential linkage between individual-level KM outcomes (i.e. KM engagement) and organisational KM outcomes (KM performance) which has not yet been investigated.

Organizational learning, knowledge management practices and firm’s performance

2015 ◽  
Vol 22 (1) ◽  
pp. 14-39 ◽  
Author(s):  
Ajay K. Jain ◽  
Ana Moreno
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Performance Management ◽  
Management Practices ◽  
Achievement Orientation ◽  
Content Type ◽  
Power Generation Equipment ◽  
Engineering Organization ◽  
Reward And Recognition ◽  
The Impact

Purpose – The study aims at investigating the impact of organizational learning (OL) on the firm’s performance and knowledge management (KM) practices in a heavy engineering organization in India. Design/methodology/approach – The data were collected from 205 middle and senior executives working in the project engineering management division of a heavy engineering public sector organization. The organization manufactures power generation equipment. Questionnaires were administered to collect the data from the respondents. Findings – Results were analyzed using the exploratory factor analysis and multiple regression analysis techniques. The findings showed that all the factors of OL, i.e. collaboration and team working, performance management, autonomy and freedom, reward and recognition and achievement orientation were found to be the positive predictors of different dimensions of firm’s performance and KM practices. Research limitations/implications – The implications are discussed to improve the OL culture to enhance the KM practices so that firm’s performance could be sustained financially or otherwise. The study is conducted in one division of a large public organization, hence generalizability is limited. Originality/value – This is an original study carried out in a large a heavy engineering organization in India that validates the theory of OL and KM in the Indian context.

SmartWoW – constructing a tool for knowledge work performance analysis

2015 ◽  
Vol 64 (4) ◽  
pp. 479-498 ◽  
Author(s):  
Miikka Palvalin ◽  
Maiju Vuolle ◽  
Aki Jääskeläinen ◽  
Harri Laihonen ◽  
Antti Lönnqvist
Keyword(s):  
Work Performance ◽  
Knowledge Work ◽  
Well Being ◽  
Management Tool ◽  
Research Approach ◽  
Work Practices ◽  
Content Type ◽  
Individual Level ◽  
New Ways Of Working ◽  
Novel Approach

Purpose – New Ways of Working (NewWoW) refers to a novel approach for improving the performance of knowledge work. The purpose of this paper is to seek innovative solutions concerning facilities, information technology tools and work practices in order to be able to “work smarter, not harder.” In order to develop work practices toward the NewWoW mode there is a need for an analytical management tool that would help assess the status of the organization’s current work practices and demonstrate the impacts of development initiatives. This paper introduces such a tool. Design/methodology/approach – Constructive research approach was chosen to guide the development of the Smart ways of working (SmartWoW) tool. The tool was designed on the basis of previous knowledge work performance literature as well as on interviews in two knowledge-intensive organizations. The usefulness of the tool was verified by applying it in four organizations. Findings – SmartWoW is a compact questionnaire tool for analyzing and measuring knowledge work at the individual level. The questionnaire consists of four areas: work environment, personal work practices, well-being at work and productivity. As SmartWoW is a standardized tool its results are comparable between organizations. Research limitations/implications – SmartWoW was designed a pragmatic managerial tool. It is considered possible that it can be valuable as a research instrument as well but the current limited amount of collected data does not yet facilitate determining its usefulness from that perspective. Originality/value – This paper makes a contribution to the existing literature on knowledge work measurement and management by introducing an analytical tool which takes into account the NewWoW perspective.

Can return on investment in knowledge management initiatives in organizations be measured?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Maayan Nakash ◽  
Dan Bouhnik
Keyword(s):  
Knowledge Management ◽  
Return On Investment ◽  
Objective Assessment ◽  
Business Environment ◽  
Performance Measure ◽  
Research Approach ◽  
High Status ◽  
Theory Approach ◽  
Exploratory Research ◽  
Content Type

PurposeThis paper focuses on the meanings attributed to the measurement of return on investment (ROI) in knowledge management (KM) initiatives in knowledge-intensive organizations. At the heart of this exploratory research is the introduction of a unique coherent perspective of discipline experts regarding the ROI metric, as part of their perception of assessing effectiveness in this field.Design/methodology/approachThe research begins with in-depth semi-structured personal interviews and continues with focus groups, as part of a qualitative research paradigm. The data were analyzed using a thematic analysis method, based on the grounded theory approach.FindingsThe findings provide empirical evidence regarding the significant challenges associated with the objective assessment of KM performance, which is deeply rooted in numerical-financial values. Despite the high status of ROI in the business environment, the authors find that decision-makers surprisingly avoid evaluating ROI for the most important resource of the organization, notwithstanding the immeasurable hopes that depend on this performance measure and the expectation of establishing the profitability of investment in organizational KM.Originality/valueThe uniqueness of this research is the adoption of the skeptical-critical research approach. For the first time, the authors interrogate the suitability and relevance of the general model of the ROI metric as a means of proving the value and contribution of well-managed knowledge to organizations. The authors call for adoption of a new integrative perspective for evaluating effectiveness, which will reflect the holistic set of KM in organizations.

Integrating organisational- and individual-level performance management systems (PMSS): a case study in a large Indonesian public sector organisation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rudy M. Harahap
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
Control Systems ◽  
Developing Country ◽  
Management Systems ◽  
Content Type ◽  
Performance Management Systems ◽  
Individual Level ◽  
Level Performance

Purpose This study aims to comprehensively examine the integration of organisational- and individual-level performance management systems (PMSs) in the context of public sector organisations (PSOs) of developing countries (DCs), by investigating the elements of PMSs in the studied organisation. Design/methodology/approach A case study in a large PSO of a developing country was conducted. The design of the study and the data analysis drew on Ferreira and Otley’s PMSs framework. Data were captured from electronic and printed document archives, online written interviews with participants and face-to-face interviews. The data then were triangulated and analysed thematically. Findings The study reveals a recursive relationship between culture and PMSs, and identifies conflicting regulatory requirements and a lack of information technology capacity led to the development of dual, loosely coupled PMSs in the studied organisation. Research limitations/implications The findings may not be generalisable beyond a large, PSO in a developing country; the study did not consider the linkages between the integration of organisational- and individual-level PMSs and other PMSs; the study looked at only two notions of culture; and the study asked participants to recall past events, so was retrospective in its design. Practical implications The findings illustrate the need for public sector managers and key policymakers to use both formal and informal control systems, together with technical and social integration mechanisms, as well as management accounting (MA) and human resources management (HRM) control approaches, when attempting to integrate organisational- and individual-level PMSs in the PSOs of DCs. Social implications Future studies may usefully investigate the integration of organisational- and individual-level PMSs in different contexts, consider culture and contextual factors when investigating the integration of organisational- and individual-level PMSs in different contexts, examine whether national culture also substantially impacts PMSs in other countries and attempt to inform the MA literature by drawing on HRM theory and research on individual-level PMSs. Such studies may help to address the gap between PMS theory and practice and better allow MA researchers to contribute to practice. Originality/value The study contributes to management control systems (MCSs) and PMSs literature by extending our understandings in the relationship between accounting and non-accounting controls, the contextual factors that affect PMSs and highlighting the importance of considering cultural context when integrating PMSs in the PSOs of DCs.

Expectations of Generation Z

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Performance Management ◽  
Work Performance ◽  
Participant Observation ◽  
Meaningful Work ◽  
Research Approach ◽  
Learning And Development ◽  
Group Discussions ◽  
Content Type ◽  
Generation Z ◽  
Key Variables

Purpose The purpose of this study is to investigate expectations of Generation Z in relation to the onboarding program. Design/methodology/approach The study adopts an interpretative research approach and data was gathered using interview and participant observation techniques. Fifteen group discussions lasting 40-50 minutes were carried out covering 136 participants. Findings The study identifies six key variables for effective onboarding: meaningful work, performance management, work-life balance, personal connect, the bigger picture at work and learning and development. Practical implications Organizations can use these findings to tailor onboarding programs to meet the expectations of Generations Z and reduce the likelihood of new hires leaving the company in the first few months. Originality/value This paper has an original approach by examining expectations of Generation Z during new hire orientation programs.

Personal knowledge management and enactment of personal knowledge infrastructures as shadow IT

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Hossein Jarrahi ◽  
Rebecca Reynolds ◽  
Ali Eshraghi
Keyword(s):  
Knowledge Management ◽  
Knowledge Workers ◽  
Organizational Level ◽  
Personal Knowledge ◽  
Content Type ◽  
Organizational Contexts ◽  
Personal Knowledge Management ◽  
Consulting Firms ◽  
Individual Knowledge ◽  
Knowledge Intensive

Purpose Personal knowledge management (KM) lends new emphasis to ways through which individual knowledge workers engage with knowledge in organizational contexts. This paper aims to go beyond an organizational approach to KM to examine key personal KM and knowledge building (KB) practices among adult professionals. Design/methodology/approach This paper presents a summary of the findings from interviews with 58 consultants from 17 managing consulting firms. Participants were selected based on their knowledge-intensive roles and their willingness to share information about their knowledge practices. Data analysis was inductive and revealed multiple personal KM activities common among research participants, and the way these are supported by informal ties and various technologies. Findings This work highlights ways in which “shadow information technology” undergirds personal knowledge infrastructures and supports KM and KB practices in the context of management consulting firms. The results uncover how personal knowledge infrastructures emerge from personal KM and KB practices, and the role of informal social networks as well as social media in supporting personal KM and KB. Research limitations/implications This study contributes an overall conceptual model of factors that help knowledge workers build a personal knowledge infrastructure. By affording an understanding of socially embedded personal KM activities, this work helps organizations create a balance between KM strategies at the organizational level and personal knowledge goals of individual workers. Originality/value Much of the previous research on KM adopts organizational approaches to KM, accentuating how organizations can effectively capture, organize and distribute organizational knowledge (primarily through KM systems).

scholarly journals Achieving radical change

2018 ◽  
Vol 31 (2) ◽  
pp. 428-455 ◽  
Author(s):  
Noel Hyndman ◽  
Mariannunziata Liguori
Keyword(s):  
Performance Management ◽  
Radical Change ◽  
Practice Variation ◽  
Structured Interviews ◽  
Content Type ◽  
Individual Level ◽  
Incremental Change ◽  
The Individual ◽  
The Uk ◽  
Perceived Outcomes

Purpose The purpose of this paper is to focus on strategies and “spoken discourses” used to construct legitimation around change at the individual level. Comparing changes in financial accounting, budgeting and performance management at two government levels (Westminster and Scotland), it explores the use of legitimation strategies in the implementation of accounting change and its perceived outcomes. Design/methodology/approach Drawing on semi-structured interviews, six legitimation/delegitimation strategies are used to code the transcribed data. Patterns with the perceived outcomes of change are explored. Findings Changes introduced to enhance “rational” decision making are often received as pushed by some source of authority. Regardless of the interviewees’ background and level, the results suggest that for radical accounting change to embed, it is necessary for it to be perceived as rational, rather than merely driven by authorisation-based pressures. Conversely, incremental change is associated with modest legitimation via rationalisation and delegitimation based on pathos and rationalisation. Research limitations/implications The study deals with actors’ legitimation strategies and perceptions of change. These may not correspond to actual substantial change. Taken-for-granted ideas often remain “under the radar”, therefore care must be taken in interpreting the results. The focus of the empirical study is on the UK, therefore conclusions are restricted to this context. Originality/value Existing studies struggle to explain organisations’ heterogeneity and practice variation; this study sheds light on how individual legitimation, which may lead to different organisational results, occurs. Differences in how actors interpret changes may be based on their position (central vs devolved administration) and on their ownership of the changes.

Whom to appease and whom to circumvent: analyzing knowledge sharing with social networks

2019 ◽  
Vol 69 (1/2) ◽  
pp. 75-93 ◽  
Author(s):  
Abraham Cyril Issac ◽  
Tina Susan Thomas
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Core Competencies ◽  
Research Literature ◽  
Differential Analysis ◽  
Potential Core ◽  
Content Type ◽  
Creative Mind ◽  
Individual Level ◽  
Road Map

Purpose In an academic and research institution of repute, where the student researcher’s creative mind and innovative potentials are the kingpin factors, it is of primary interest to segregate and pool competencies at an individual level and to create dynamic synergetic effects. Knowledge about potential core competencies and own resources, facilitation of existing personal relationships and the development of new personal relations and cooperation are necessary prerequisites. This is where social network analysis (SNA) acts as a useful tool for measuring the performance of knowledge sharing. Design/methodology/approach The current study makes a detailed analysis of the knowledge sharing network among the student researchers. The research study estimates different parameters such as knowledge sharing in various departments, the motivation for research and research environment. This work mainly attempts to undertake a differential analysis of the knowledge sharing pattern among the research scholars with the aid of Pajek software and R programming. Findings A holistic knowledge sharing network for the entire set of research scholars is established and the centrality features of the network and among the departments are analyzed, leading to a road map which deliberates on whom to appease and whom to circumvent. Research limitations/implications Every institute or organization can use the SNA to identify the key stakeholders in the knowledge sharing environment or the kingpin actors who are prone to knowledge hiding. Such useful identification of the vital stakeholders can give information on how to eliminate the barriers in the knowledge management systems, so that enhanced level of collaboration happens. Originality/value This is the first comprehensive SNA to decipher the knowledge sharing pattern among researchers. This work characterizes knowledge management research literature and thereby offers to reduce redundant research by delineating the possible avenues in the area of knowledge sharing.

Investigating design targets for effective performance management system: an application of balance scorecard using QFD

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alpana Agarwal
Keyword(s):  
Performance Management ◽  
Employee Engagement ◽  
Management System ◽  
Quality Function Deployment ◽  
Employee Performance ◽  
Performance Management System ◽  
Management Support ◽  
Balance Scorecard ◽  
Content Type ◽  
Effective Performance

PurposeAn effective performance management must track level of employee engagement, ensure employee feedback on all aspects and ensure that the people act on that information. Also, it must ensure accessibility of essential conditions to perform. Considering the challenges associated with existing performance management system, present study attempts to discover factual expectations from the employees. The paper also establishes required conditions for fulfilling such expectations.Design/methodology/approachPresent study attempts to discover factual expectations from the employees using the Balance Scorecard approach (BSC). Furthermore, using Quality Function Deployment (QFD), relation between employers' expectation and requirements necessary to fulfill such expectations has also been determined.FindingsThe suggested model has been developed as House Of Performance Management (HOPM) outlining potential leveraging points for enhancing the performance, based on which immediate actionable measures for effective and efficient performance management can also been advocated. The HOQ suggested in this paper can be source of reference while developing performance management system for an organization. Besides, it can help the Human Resource team to discover strategic opportunities and set targets.Originality/valueEffective goal setting, pooled with a method to track progress and identify obstacles, contribute to attainment of bottom to top line results. However, designing and implementing such performance management system has been associated with many challenges like lack of top management support, perception of the process as time-consuming, failure to communicate clear and specific goals and expectations, lack of consistency, etc. (Managing employee performance, 2019). Hence most organizations have been increasingly looking for effective ways of assessing employee performance that can promote stakeholders' satisfaction, employee engagement and continuous improvement.

scholarly journals Interplay between performance measurement and management, employee engagement and performance

2017 ◽  
Vol 37 (9) ◽  
pp. 1207-1228 ◽  
Author(s):  
Marisa Smith ◽  
Umit Sezer Bititci
Keyword(s):  
Performance Measurement ◽  
Performance Management ◽  
Employee Engagement ◽  
Longitudinal Research ◽  
Two Dimensions ◽  
Performance Measurement System ◽  
Future Research ◽  
Content Type ◽  
Performance Measurement Systems ◽  
And Performance

Purpose The purpose of this paper is to recognise the importance of the interplay between performance measurement, performance management, employee engagement and performance. However, the nature of this phenomenon is not well understood. Analysis of the literature reveals two dimensions of organisational control, technical and social, that are used to develop a conceptual framework for studying this phenomenon. Design/methodology/approach The authors conducted explorative action research involving pilot and control groups from two departments of a UK bank. Findings The authors show that an intervention on the social controls has led to changes in technical controls of the performance measurement system resulting in significant improvement in employee engagement and performance. Research limitations/implications The research was undertaken with two cases from a single organisation. Further fine-grained, longitudinal research is required to fully understand this phenomenon in a wider range of contexts. Practical implications The paper contributes to the theory on performance measures and gives guidance on how organisations might design their performance measurement systems to enhance employee engagement and performance. Originality/value The study makes three contributions. First, the authors introduce a new theoretical framework based the organisational control theory providing a basis for future research. Second, through nine propositions, the authors establish a causal relationship between performance measurement, performance management, employee engagement and performance. Third, the authors identify a gap in knowledge concerning the design of organisational controls in the context of the process that is being managed.

Sign in / Sign up

Export Citation Format

Share Document