scholarly journals INTEGRATING HUMAN RESOURCE DEVELOPMENT AND KNOWLEDGE MANAGEMENT FOR SUSTAINABLE BOTSWANA PUBLIC SECTOR PERFORMANCE

2021 ◽  
Vol 53 (4) ◽  
pp. 105-120
Author(s):  
Theophilus Tshukudu ◽  
Keyword(s):  
Human Capital ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Human Resource Development ◽  
Human Resource ◽  
Information Needs ◽  
Resource Development ◽  
Sustainable Competitive Advantage ◽  
Training Development ◽  
Catch Up

Human resource development and knowledge management are increasingly becoming influential disciplines which are critical to the survival and success of organizations. Human capital resources are key for organizations to gain competitive advantage. With the spread of information and worldwide communications, competitive advantage based on only technology and on only human resources development strategies may only be maintained for short periods of time before competitors catch up. The only source of sustainable competitive advantage is to learn faster and more creatively than competing organizations. That could only be achieved through the swift and effective HRD strategies combined with knowledge management. It has been established that through learning, training, development, knowledge and knowledge management can organizations thrive through human capital. Helping people grow by empowering them with knowledge in a way boosts performance in a sustainable way. To memorize information for extended periods of time is not practical, it is telling that information needs to be stored (managed properly) for reference and for sustainability

scholarly journals Integrating human resource development and knowledge management for sustainable botswana public sector performance

2021 ◽  
Vol 11 (2) ◽  
pp. 7-14
Author(s):  
THEOPHILUS TSHUKUDU
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Competitive Advantage ◽  
Human Resource Development ◽  
Human Resource ◽  
Public Service ◽  
Resource Development ◽  
Sustainable Competitive Advantage ◽  
Public Sector Performance ◽  
Sector Performance

The aim of this paper investigate strategies that could be used for the effective integration of human resource development and knowledge management for sustainable public sector performance. With the calls for improved service delivery in the Botswana Public service sectors, there is need to adopt modern and effective way of managing change in the public sector part of which includes effective management of human resource development foreffectiveness competitive advantage. The only source of sustainable competitive advantage is to learn faster and more creatively than competing organizations. To the Botswana public service the foregoing affirmation remains challenges range from lack of quality leadership to the implementation of swift and effective HRD strategies combined with knowledge management. The methodology used for this paper is desktop research with emphasis on theoretical framework for improving public sector effectiveness. The results of emanating from the theoretical points to a number of strategies for integrating human resource development and knowledge management for sustainable public sector performance. This paper concludes with recommend implementation of relevant strategies are required for the effective human resource development and the management thereoffor a sustained public sector performance.

scholarly journals Realizing Sustainable Organizational Competitive Advantage by encouraging Sustainable Human Resource Development

2019 ◽  
Vol 2 (1) ◽  
pp. 85-93
Author(s):  
Budiman
Keyword(s):  
Human Capital ◽  
Human Resources ◽  
Competitive Advantage ◽  
Human Resource Development ◽  
Human Resource ◽  
High Performance ◽  
Resource Development ◽  
Management Support ◽  
Sustainable Competitive Advantage ◽  
The Times

The competition is so tight that the company must have a competitive advantage. One of the biggest drivers of a strategic edge is the human capital it provides. In the past, human resources is merely a service operation as a competitive advantage for an organization. Yet, human capital is now one of the most critical aspects of building a competitive advantage. This paper discusses how human resource development strategies have a sustainable competitive advantage and how to transfer good strategies, policies, or superior knowledge to subordinates. This research employs a qualitative approach to the discussion of the data produced by the method of explanation. The findings indicate that high-performance human capital can respond to the times are needed to achieve a sustainable competitive edge. For this reason, sustainable human resource development is required by taking into account several things, namely: integration of HR activities with the company's mission and objectives, environmental observation; management support for HR; formulating and implementing HR policies and plans; alignment of HR with its activities; expanding the role of human resources by holding specialist training according to their talents following the ideals of the company and evaluation of the individual's own contribution.

scholarly journals The Relationship between Entrepreneurial Culture and Sustainable Competitive Advantage in the Banking Sector

2016 ◽  
Vol 8 (2(J)) ◽  
pp. 26-39 ◽  
Author(s):  
Sulaiman Olusegun Atiku ◽  
Ziska Fields
Keyword(s):  
Competitive Advantage ◽  
Human Resource Development ◽  
Human Resource ◽  
Banking Sector ◽  
Resource Development ◽  
Sustainable Competitive Advantage ◽  
Learning And Development ◽  
Entrepreneurial Culture ◽  
Ex Post ◽  
The Relationship

Business sustainability of services-rendering organisations is one of the major concerns for those at managerial levels world-wide. This paper offers explanations on how best to achieve sustainable competitive advantage by communicating entrepreneurial values through human resource development programmes in the banking industry. The research reported in this paper adopted a non-experimental research design of ex post facto type, utilising a correlational approach with advanced explanatory design. Based on the principle of convenience sampling, 380 questionnaires were distributed to employees of two Nigerian banks. Three hypotheses were formulated and tested using inferential statistics via two statistical software packages: the IBM Statistical Package for Social Science (SPSS) version 23 and the IBM SPSS Analysis of Moment Structure (AMOS) version 23. The results show that human resource development partially mediates the relationship between entrepreneurial culture and sustainable competitive advantage in the Nigerian banking sector. The results suggest an enhancement of entrepreneurial values through continuous learning and development programmes toward sustainable competitive advantage. It is recommended that sustainability of banks operating in Nigeria could be enhanced by communicating and managing entrepreneurial orientations through effective learning and development programmes. Ambidextrous banks will require creativity, innovation and proactive capabilities in the process of exploiting and exploring both current and future business opportunities for sustained competitive advantage.

People, Technology and Human Resource Development (HRD) Philosophy

2012 ◽  
pp. 759-770 ◽  
Author(s):  
Claretha Hughes ◽  
Matthew W. Gosney
Keyword(s):  
Competitive Advantage ◽  
Human Resource Development ◽  
Human Resource ◽  
Industrial Revolution ◽  
Resource Development ◽  
Corporate America ◽  
Hrd Professionals ◽  
Relationship Of ◽  
The Relationship

Technology and people are present in all organizations. How they are managed and developed is essential to the competitive advantage of organizations. Understanding the dynamics of this relationship is an area that needs to be better understood within the Human Resource Development (HRD) field. This chapter will explore the extent that HRD philosophy addresses the relationship of people and technology. Comparing people and technology has been a debate since the industrial revolution occurred in America (Swanson, 1982; Swanson, & Torraco, 1994). Man and machine are as essential to organizational prosperity as air and water is to living; yet, it is not often researched and published in HRD literature (Githens, Dirani, Gitonga, and Teng, 2008). Could this be why HRD professionals do not have a seat at the proverbial table in corporate America? Are HRD professionals and researchers denying that there is a relationship between people and technology in organizations? Are HRD professionals and researchers limited by their beliefs concerning the comparison of people to technology?

Human Resource Development as a Knowledge Management System

2016 ◽  
pp. 1-19 ◽  
Author(s):  
Claretha Hughes ◽  
Matthew W. Gosney
Keyword(s):  
Knowledge Management ◽  
Human Resource Development ◽  
Human Resource ◽  
Management System ◽  
Resource Development ◽  
Point Of View ◽  
Knowledge Management System ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Transfer Of Knowledge

The crux of the challenge in bridging the scholar-practitioner gap in Human Resource Development is in creating effective mechanisms for the transfer of knowledge between scholars and practitioners. Emerging literature on the topic of knowledge management, and of knowledge management systems, provide a compelling point of view in which to consider the scholar-practitioner gap in HRD. In the chapter, knowledge management systems, as a functional outcropping of systems theory, are considered along with the use of logic models to develop and evaluate organization and program effectiveness. Preliminary research results conducted by Hughes and Wang (2015) gives further support to the notion that considering HRD as a knowledge management system may provide a framework for bridging the scholar-practitioner gap.

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