Human Resource Management and Off Shoring - Knowledge Management and Liaison Roles of Host Country Nationals in a Danish MNC in Malaysia

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.

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Knowledge Management and Human Resource Management (HRM): Importance of Integration

FIIB Business Review ◽

10.1177/2455265820140101 ◽

2014 ◽

Vol 3 (1) ◽

pp. 3-10 ◽

Cited By ~ 2

Author(s):

Anupama Murali ◽

Sheeja Krishna Kumar

Keyword(s):

Knowledge Management ◽

Resource Management ◽

Human Resource Management ◽

Human Resource

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Changing Organisations: Knowledge Management and Human Resource Management

Work-Related Learning ◽

10.1007/1-4020-3939-5_9 ◽

2006 ◽

pp. 217-242

Author(s):

S.J van Zolingen ◽

J.N. Streumer ◽

M. Stooker

Keyword(s):

Knowledge Management ◽

Resource Management ◽

Human Resource Management ◽

Human Resource

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Combining lifelines to thrive: a stage-based need fulfilment network of international assignees

Journal of Global Mobility The Home of Expatriate Management Research ◽

10.1108/jgm-09-2020-0059 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Prantika Ray ◽

Sunil Kumar Maheshwari

Keyword(s):

Human Resource Management ◽

Human Resource ◽

Host Country ◽

Design Methodology ◽

International Assignment ◽

Content Type ◽

Host Country Nationals ◽

Developmental Network ◽

Mentoring Functions ◽

Practical Implications

PurposeThe paper tries to understand the needs of the international assignees across the different stages of expatriation and how different developers in the professional and non-professional sphere render support and advice through these stages.Design/methodology/approachIn this paper, the authors have interviewed 20 expatriates of various nationalities and tried to understand the various needs of the expatriates across the three initial stages of an assignment.FindingsThe paper finds that four important mentors in an expatriation assignment play multiple need-based mentoring functions at various assignment stages: host country nationals (HCNs), parent country nationals, fellow expatriates and family.Research limitations/implicationsThis paper contributes to the literature on the need-based support rendered to expatriates during an international assignment. The paper, however, does not incorporate the perceptions of other vital stakeholders in the network and their intentions to contribute to the developmental network.Practical implicationsThis paper lays down important practical implications for expatriates and the human resource management (HRM) professionals. This paper urges the practitioners to take a nuanced approach for developing expatriates than a generalized mentoring programme.Originality/valueThis study highlights the changing needs of the international assignees across the stages of an international assignment and demonstrates the important intra-organizational and extra-organizational developers such as family members in the fulfilment of these needs.

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

Knowledge Management for Competitive Advantage During Economic Crisis - Advances in Business Strategy and Competitive Advantage ◽

10.4018/978-1-4666-6457-9.ch010 ◽

2015 ◽

pp. 164-193 ◽

Cited By ~ 43

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.

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