HUMAN RESOURCE ROLE IN KNOWLEDGE MANAGEMENT
The urge of an organization to acquire and preserve the knowledge of its employees within its organization has lately become tremendously increasing due to the rising competitions among all organizations. Be it a profit or non-profit and big or small organizations, the environment of the present situation is so much different from a particular organization doing its business 10 years ago. In those days, an organization has all the luxury of keeping its best employees for long enough even to some extent until their employees stop working and retire. But now, an employee may leave his or her workplace due to much better prospect offered by other companies. With such short scenario that has been illustrates above, it justify the emerging concept of knowledge management. There are also other essential factors that made knowledge management at present becomes more and more important to an organization. As described from Shelda Debowski writings:
Knowledge is the process of translating information (such as data) and past experience into a meaningful set of relationships which are understood and applied by an individual. As the values of employees and organizational data have become more crucial to the organization’s outcomes and competitiveness, the concept of knowledge management has emerged. Knowledge management is the process of identifying, capturing, organizing and disseminating the intellectual assets that are critical to the organization’s long-term performance.[i]
The statement above shows the imperative of knowledge management to an organization with regard to ensuring its survivability. But then, what is the relation of human resource role in knowledge management? Where actually human resource management and knowledge management jive together? It is therefore, the aim of this paper is to provide the impression of the human resource role in knowledge management. This paper is divided to two parts, the first part start with the explanation of knowledge management in general inclusive its definitions then followed by the description on the concept of knowledge management, the value chain in knowledge management and it enablers. The second part of this paper, it will begin with the discussion on the role of human resource management in knowledge management. In this part also it will describe on performance management, human resource management and it support for knowledge management as well its implication in the knowledge sharing firm. Lastly, on the second part of this paper, it will discuss knowledge management system with mainly referring to the Royal Malaysian Navy Human Resource Management Information System known as TLDM Net as the model.
PART I - KNOWLEDGE MANAGEMENT
As in general, knowledge management can be describe as sharing knowledge of ways doing things, continuously communicate through various methods or systems created and to ensure the standard of competitiveness of an organization would always at the highest level. There are many definitions and descriptions on giving the idea of what knowledge management all about and this paper deliberately listing down seven of the definitions and descriptions in order to distinguish the importance of knowledge management to an organization. List of the non-exhaustive definitions and descriptions are as follows:
Knowledge management (KM) is an effort to increase useful knowledge within the organization. Ways to do this include encouraging communication, offering opportunities to learn, and promoting the sharing of appropriate knowledge artifacts.[ii]
Processing data can be performed by machine, but only the human mind can process knowledge or even information.[iii]
The leveraging of collective wisdom to increase responsiveness and innovation. [iv]
Knowledge Management is intended to allow organisations to protect and develop their...
[i] Shelda Debowski, Knowledge Management, First Edition (Queensland: John Wiley & Sons Australia Ltd, 2006) pp 16.
[ii] McInerney, C. (2002). Knowledge management and the dynamic nature of knowledge. JASIST, 53 (2).
[iii] Jesse Shera in Machlup and Mansfield’s, The Study of Information: Interdisciplinary Messages. NY: Wiley, 1983.
[viii] Susan DiMattia and Norman Oder in Library Journal, September 15, 1997.
[ix] Anna E. Flynn, Knowledge Management Process: The Care and Feeding of Knowledge Workers, 2004, http://www.ism.ws/files/Pubs/Proceedings/CBFlynn.pdf.
[xiii] Stuller, J., 1998, "Chief of corporate smarts", Training, 35, 4, 28-37.
[xv] Beardwell, I. ‘An introduction to human resource management: strategy, style or outcome’ A contempory approach, Harlow: Prentice Hall, 2001.
[xix] Evans, C. Managing for Knowledge: HR’s strategic role, Amsterdam: Butterworth-Heinemann, 2003.
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