Managing human resources toward achieving knowledge management
By: YAHYA, Salleh
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Contributor(s): WEE-KEAT GOH.
Material type: 
ArticlePublisher: 2002Subject(s): Gestão do Conhecimento | Gestão de Recursos Humanos | Capacitação Profissional | Medição de Desempenho | CompensaçãoJournal of Knowledge Management 6, 5, p. 457-468Abstract: This research examines the linkages between human resource management and knowledge management. Specifically, the association between four areas of human resource management (training, decision-making, performance appraisal, and compensation and reward) with the five areas of knowledge management (knowledge acquisition; knowledge documentation; knowledge transfer; knowledge creation; knowledge creation; knowledge application) is explored. The statistical results suggest that a knowledge organisation requires a different management approach than the non-knowledge organisation. Hence, the role of human resource managemnt is also unique. In terms of employee development, the focus should be placed on achieving quality, creativity, leadership, and problem solving sill. The design of a compensation and reward system should be on promoting group performance, knowledge sharing, and innovative thinking. The performance appraisal must be the base of evaluation of employee's knowledge management practices, and an input for directing knowledge management efforts
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
This research examines the linkages between human resource management and knowledge management. Specifically, the association between four areas of human resource management (training, decision-making, performance appraisal, and compensation and reward) with the five areas of knowledge management (knowledge acquisition; knowledge documentation; knowledge transfer; knowledge creation; knowledge creation; knowledge application) is explored. The statistical results suggest that a knowledge organisation requires a different management approach than the non-knowledge organisation. Hence, the role of human resource managemnt is also unique. In terms of employee development, the focus should be placed on achieving quality, creativity, leadership, and problem solving sill. The design of a compensation and reward system should be on promoting group performance, knowledge sharing, and innovative thinking. The performance appraisal must be the base of evaluation of employee's knowledge management practices, and an input for directing knowledge management efforts
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