How Can Knowledge Management and Organisational Learning Used to Improve Hr Management Systems and Practices and Build Intellectual Capital and Competitive Advantage for the Future.

[pic]

BACHELOR OF COMMERCE

BUS 378 – KNOWLEDGE AND ORGANIZATIONAL LEARNING

INDIVIDUAL ASSIGNMENT

TABLE OF CONTENTS

Page 1. Introduction 3 1.1 The Research Background 3 1.2 Limitation of the Report 4 1.3 Sources and Methods of Data Collection 4

2. Discussion 2.1 Knowledge Management (KM) 4 2.2 Organizational Learning (OL) 5 2.2.1 Double Loop Learning (DLL) 6 2.2.2 Single Loop Learning (SLL) 6 2.3 Why and How HRM is seen to be able to increase innovation 7 and competitive advantage?

3. Recruitment and Selection 7

4. Performance Management (PM) 8 4.1 Performance Appraisal 8 4.2 Performance Development 9

5. Rewards 10

6. Recommendations 10

7. Conclusion 11

8. References 12

Essay Option 2:
How can knowledge management and organisational learning used to improve HR management systems and practices and build intellectual capital and competitive advantage for the future.
Discuss this in relation to one or several aspects of HR management including – Recruitment and Selection, Training and Development, Performance Management and Rewards, Succession Planning and Strategic HRM

1. Introduction

1.1 The Research Background

The main purpose of this report is to critically analyse how knowledge management (KM) and organisational learning (OL) can be used to improve HR management systems and practices and build intellectual capital and competitive advantage for the future. The company that is chosen for research is Glaxo Smith Kline (GSK), a leading global health care products provider. GSK focus their business on three main business units, namely, prescription medicines, vaccines and consumer healthcare. Prescription medicines

References: 1. Glaxo Smith Kline. 2011. GSK. http://www.gsk.com/index.htm. 2. Nonaka.I & Konno.N, 1998) The Concept of “Ba”: Building a foundation for knowledge creation(1998), California Management Review, Vol 40, No.3, pp 40-54 3 4. Carol Gorelick, Nick J. Milton, Kurt April, 2004, Performance through learning: knowledge management in practice, Oxford, Butterworth-Heinemann 5 6. Debowski, Shelda, 2006, Knowledge Management: A Strategic Management Perspective, Australia, John Wiley & Sons,31.10.05 7 8. Argyris, C., & Schön, D., 1978, Organizational learning: A theory of action perspective, Reading, Mass: Addison Wesley. 9. Peter Y.T & John L.Scott, 2003, Exploring the divide – organizational learning and learning organization, The Learning Organization, Vol 10, No.4, pp 202-215 10 11. Suresh, R. 2002. KM and Human Resource Management. http://jobfunctions.bnet.com/abstract.aspx?scname=Human+resources+management+system&docid=140184&tag=content;col1 (accessed June 28, 2012). 12. Whicker, L. and Andrews, K. 2004. HRM in the Knowledge Economy: Realising the Potential. Asia Pacific Journal of Human Resources 42 (2): 156-163. 13. Lee, D. 2002. Intellectual Capital: If You Don’t Appreciate It, You Will Depreciate It. http://www.humannatureatwork.com/Intellectual-Capital-Articles-2.htm (accessed June 28, 2012). 14. Bohlander, G., Snell, S. and Sherman, A. 2001. Managing Human Resources. South Western College Publishers: Cincinnati. 15. Saint-Onge, H. 2001. Strategic Capabilities: Shaping Knowledge Management within the Knowledge-Driven Enterprise. http://www.konverge.com/articles/strategic.html (accessed June 28, 2012). 16. Ulrich, D. 1997. Human Resource Champions: the next agenda for adding value and delivering results