Knowledge Management Challenges in Event Organisations

2021 ◽  
Author(s):  
Raphaela Stadler
Keyword(s):  
Risk Management ◽  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Legal Issues ◽  
Special Events ◽  
Competitive Industry

This chapter sets the scene for knowledge management in an events context. The events industry is a highly competitive industry, where many new events emerge, and unsuccessful ones disappear. Events management thus needs to be effective in order for the organisation to be successful, both in economic as well as in creative terms. The notion of success is thereby “(...) as much an inward-looking concept as an outward one” (Getz & Frisby, 1988: 23). Effective knowledge management can help event organisations stay innovative and competitive in the long term. This, however, comes with a few challenges. Allen et al. (2011) and Bowdin et al. (2012) provide an extensive overview of the managerial process of organising special events. An operational focus includes strategic considerations, marketing, financing, human resource management, logistics, legal issues, and risk management.

The Relationship Between Human Resource Management Practices, Knowledge Management Practices, and Performance: Evidence from the Healthcare Industry in India

2021 ◽  
pp. 097215092110372
Author(s):  
Satyanarayana Parayitam ◽  
Shaik Mohamed Naina ◽  
Timothy Shea ◽  
Abdul Hameed Syed Mohideen ◽  
Alex Aruldoss
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Practices ◽  
Training And Development ◽  
Learning Culture ◽  
Hrm Practices ◽  
The Relationship

The objective of the present study is to examine the impact of human resource management (HRM) practices on organizational performance. Knowledge management (KM) practices as a moderator in the relationship between HRM practices and organizational performance are studied by developing a conceptual model. Using a structured survey instrument, the data were collected from 979 employees from 10 hospitals in the southern part of India (Tiruchirappalli District of Tamil Nadu). After thoroughly checking the instrument’s measurement properties using the LISREL, hierarchical regression was performed to test the hypotheses. The results support (a) compensation and rewards, performance appraisal and learning culture that are positively and significantly related to organizational performance; (b) recruitment and selection, training and development that are not significantly related to organizational performance; and (c) KM practices that moderate the relationship between (a) training and development and organizational performance, and (b) learning culture and organizational performance. Finally, the implications for HRM and KM are discussed.

scholarly journals Impact of Information Technology on Human Resource Management Procurement Functions: A Case of A Nigerian University

2020 ◽  
Author(s):  
Isiaka Sulu Babaita ◽  
Amosa Jimoh Rafiu ◽  
Suleiman Ahmed Aremu
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Empirical Studies ◽  
It Impacts ◽  
Initial Cost ◽  
Nigerian University ◽  
The University ◽  
Higher Institutions

Information Technology’s (IT) role in Human Resource Management (HRM) has attracted minimal interest and attention in the academia industry. The few empirical studies available did not examine the effect of IT on HRM on a comparative basis. Therefore, this study seeks to examine the nexus between IT and HRM procurement process in Nigerian Universities (education sector) with reference to the University of Ilorin. Other objectives are to:(i) examine the extent to which IT influences the HR procurement functions (ii) determine the nature of relationship that exist between/among IT tools and HR procurement functions. Questionnaire was served to the entire 50 members of the staff of the University HR department being census approach. Two hypotheses stated were tested using regression and correlation analysis. The findings revealed that IT has a significant effect on HR procurement functions and that IT tools and HR procurement functions are correlated. The study concludes that IT impacts strongly on HR Procurement activities. This study recommends that the management of Nigerian higher Institutions, inclusive of University of Ilorin, should consistently upgrade their HRIT software to cover a significant number of HR activities in line with the best HR practice as its long-term benefits exceed the pains of its initial cost.  

Relevance and Objectives of Carrying Out Professional and Public Accreditation of Educational Programs in the Field of Human Resource Management

2021 ◽  
pp. 36-42
Author(s):  
O. Vlasova ◽  
Valeriya Konovalova ◽  
M. Fedotova
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Educational Programs ◽  
Methodological Framework ◽  
Educational Organizations ◽  
Educational Organization ◽  
Key Issues ◽  
Short And Long Term

The article is devoted to the development of the practice of applying the procedures of professional and public accreditation of educational programs in the field of human resource management. An overview of the regulatory and methodological framework for conducting accreditation examinations is presented. The key issues of interaction between the Council for Professional Qualifications, the accrediting and educational organization are identified, their content is disclosed and recommendations for educational organizations on preparing for the accreditation examination are presented. The article presents an analysis of the main advantages that educational organizations receive when conducting professional-public accreditation of educational programs and the reasons for their resistance, among which a low level of awareness of the accreditation procedure, the benefits of its implementation in the short and long term, is highlighted. A number of prospects for the development of professional-public accreditation and the use of its results have been substantiated, which can contribute to an increase in the interest of participants in the educational services market.

Developing a Framework of Human Resource Management, Organizational Learning, Knowledge Management Capability, and Organizational Performance

2015 ◽  
pp. 164-193 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Organizational Learning ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Sustainable Competitive Advantage ◽  
Management Capability ◽  
Knowledge Management Capability

This chapter introduces the framework and the practical concepts of Human Resource Management (HRM), organizational learning, Knowledge Management Capability (KMC), and organizational performance. This chapter also explains the role of HRM, organizational learning, and KMC on organizational performance. The developed framework presents the relationship among the constructs (i.e., HRM, organizational learning, KMC, and organizational performance) and contributes toward a better understanding of the specific mechanisms through which HRM, organizational learning, and KMC positively influence organizational performance. HRM effectively acts as a trigger toward effective organizational learning and KMC processes, thus creating a valuable organizational performance. Organizational performance that can usually help to perform a task in an integrated manner is a source of sustainable competitive advantage. Understanding the role of HRM, organizational learning, KMC, and organizational performance through the framework will significantly enhance the organizational performance and achieve business goals in the modern business world.

Promoting Strategic Human Resource Management, Organizational Learning, and Knowledge Management in Modern Organizations

2019 ◽  
pp. 879-891
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Human Capital ◽  
Knowledge Management ◽  
Resource Management ◽  
Organizational Learning ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Current Trends ◽  
Strategic Goals

This chapter describes the concept of strategic human resource management (SHRM), the concept of electronic human resource management (e-HRM), the importance of SHRM in modern organizations, and the current trends of organizational learning and knowledge management (KM) in modern organizations. SHRM is the strategic practice of attracting, developing, rewarding, and retaining employees with the important goal of increasing various benefits to both employees as individuals and organization as a whole. SHRM strategically utilizes organizational resources and talent within HR functions to make organizations more effective in the modern workforce. Organizational learning and KM allow for organizational employees to share knowledge and learn exactly what is relevant to their specific tasks toward encouraging human capital and knowledge creation. The chapter argues that promoting SHRM, organizational learning, and KM has the potential to enhance organizational performance and achieve strategic goals in modern organizations.

scholarly journals Implementation of Competency Based Human Resource and Knowledge Management to Organizational Culture and Organizational Performance Implication

2014 ◽  
Vol 4 (3) ◽  
pp. 255
Author(s):  
Sri - Suwarsi ◽  
Ernie Tisnawati Sule ◽  
Ernie Tisnawati Sule ◽  
Hilmiana . ◽  
Arief Helmi
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Knowledge ◽  
Competency Based ◽  
Partial Implementation ◽  
Simultaneous Implementation

This study aims to analyze : (i) implementation of competency based human resource management, knowledge management, organizational culture and organizational performance, (ii ) the effect of the implementation of competency based human resource management and knowledge management either simultaneously or partially on organizational culture; (iii) the effect of the implementation of competency based human resource management and knowledge management either simultaneously or partially on organizational performance, (iv) the influence of organizational culture on organizational performance, and (v) the influence implementation of the competency based human resource management and knowledge management simultaneously  to organizational performance through organizational culture.The analysis unit of the study conducted in 42 regions in the five state-owned energy sector companies in Indonesia. Therefore, the units of observation in this study were composed of 47 middle managers, 81 line managers and 155 employees. Meanwhile, to determine the simultaneous or partial influence implementation of competency-based human resource management and knowledge management of organizational culture and its implications for organizational performance, directly or indirectly, it was analyzed by using the Structural Equation Model (SEM) based on the model variant with Partial Least Square (PLS), using Smart PLS software 2014.The results showed that (i) the implementation of competency-based human resource management, knowledge management, organizational culture and organizational performance has been achieved well, (ii) the simultaneous implementation of competency-based human resource management and knowledge management were very large effect of organizational culture, the partial implementation of competency-based HR management influential moderate of the organizational culture, the implementation of knowledge management moderately influence of the culture of the organization, and the implementation of competency-based human resource management had a very large positive relationship with the implementation of knowledge management, (iii) the simultaneous implementation of competency-based human resource management and knowledge management had a small effect  on the performance of the organization and so not significant, the partial implementation of competency-based human resource management had a medium effect  on the performance of organization and the implementation of knowledge management had a very small effect (3.02%) on the performance of the organization, (iv) the organizational culture had a medium influence on the performance of the organization, (v) the simultaneous implementation of competency-based human resource management and the knowledge management had a very large effect on the performance of the organization through organizational culture.

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