scholarly journals The Influence of Knowledge Management Practices on Organizational Performance: The Case of Public Service and Human Resource Development Bureau SNNPR, Ethiopia

2020 ◽  
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Human Resource Development ◽  
Human Resource ◽  
Public Service ◽  
Management Practices ◽  
Resource Development ◽  
Knowledge Management Practices

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.

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.

Transformational Leadership and Leader Member Exchange: An empirical examination of Knowledge Management Practices and Organizational Performance through Employee Involvement

2021 ◽  
Vol 3 (1) ◽  
pp. 38-55
Author(s):  
Arshad Mahmood ◽  
Muhammad Yousuf Khan Marri ◽  
Hussain Ali ◽  
Shahid Nadeem
Keyword(s):  
Transformational Leadership ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Employee Involvement ◽  
Major Influence ◽  
Leader Member Exchange ◽  
Empirical Examination ◽  
Member Exchange ◽  
Knowledge Management Practices

Purpose: Human resource behaviour tends to play a vital role in organizational overall performance. The study incorporates two of the most prominent behaviours of leadership and examine their influence on organizational performance and knowledge management practices through employee involvement. Method: A sample of 398 participants was collected from different industries from services sector through survey questionnaire. Descriptive statistics were carried out to find means, standard deviation, frequency scores and then tested for model fitness by comparing alternative models through confirmatory factor analysis (CFA). In order to see the direction of hypotheses, we carried out Pearson Correlations analysis. For testing hypotheses PROCESS macro technique was used. Results: The results indicate that (1) the major influence on knowledge management practices and organizational performance is contributed by employee involvement, further transformational leadership has more impact on employee involvement, knowledge management practices and organizational performance as compared to leader member exchange; (2) employee involvement mediates the relationship between leadership behaviours and knowledge management practices as well as organizational performance. Conclusion: This study concludes that better relationship between manager and employee is necessary for the individual and organizational betterment and it occurs only when individuals are comfortable with their mangers. Keywords: Transformational Leadership (TL), Leader Member Exchange (LMX), Employee Involvement (EI), Knowledge Management Practices (KMP), Organizational Performance (OP) Paper Type: Research Paper

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.

scholarly journals Influence of Knowledge Management Practices on Entrepreneurial and Organizational Performance: A Mediated-Moderation Model

2020 ◽  
Vol 11 ◽  
Author(s):  
Cai Li ◽  
Sheikh Farhan Ashraf ◽  
Fakhar Shahzad ◽  
Iram Bashir ◽  
Majid Murad ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Structural Equation ◽  
Dynamic Capabilities ◽  
Management Practices ◽  
Equation Model ◽  
Opportunity Recognition ◽  
Mediating Effect ◽  
Knowledge Management Practices ◽  
The Relationship

This study aims to identify the influence of knowledge management practices on the entrepreneurial and organizational performance with the mediating effect of dynamic capabilities and moderating role of opportunity recognition. Data were gathered from 486 entrepreneurs and applied a structural equation model to test the hypotheses. We found that knowledge management practices have a positive and significant influence on dynamic capabilities, as well as have a significant impact on entrepreneurial and organizational performance. Moreover, results indicated that dynamic capabilities partially mediate in the relationship between knowledge management practices on entrepreneurial and organizational performance. Furthermore, the relationship between knowledge management practices with entrepreneurial and organizational performance strengthening by opportunity recognition. Further, implications and limitations were discussed in the paper.

Knowledge management, problem solving and performance in top Italian firms

2017 ◽  
Vol 21 (2) ◽  
pp. 355-375 ◽  
Author(s):  
Daniele Giampaoli ◽  
Massimo Ciambotti ◽  
Nick Bontis
Keyword(s):  
Knowledge Management ◽  
Problem Solving ◽  
Firm Performance ◽  
Organizational Performance ◽  
Management Practices ◽  
Management Problem ◽  
Creative Problem Solving ◽  
Content Type ◽  
Knowledge Management Practices ◽  
Creative Problem

Purpose The purpose of this paper is to empirically test the link between knowledge management practices, problem-solving processes and organizational performance. Design/methodology/approach This study uses survey data from 112 leading Italian companies. To test the structural relations of the research model, we used the partial least squares method. Findings Results show a strong relationship between knowledge management practices and intermediate activities of creative problem solving and problem-solving speed. In addition, creative problem solving has a direct impact on both organizational and financial performances, whereas problem-solving speed has a direct effect only on financial performance. Research limitations/implications The focus on top Italian firms limits the generalizability of results. Practical implications This study provides empirical evidence of the importance of knowledge management practices for problem-solving activities and firm performance. Originality/value The present paper fills an important gap in the extant literature by conceptualizing and empirically testing the relationship between knowledge management, problem-solving processes (creative problem solving and problem-solving speed) and firm performance. This study is the first ever to study these relationships within the Italian context.

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