Abstract
Knowledge management (KM) and human resources management (HRM) are increasingly regarded as key leveler of competitive advantage and are one of key areas for management in recovering markets especially in knowledge-based economies. Combination of KM process and organizational skills and intellectual capital as a strategic organizational asset enables the increases of organizational effectiveness. Human resources, employees and their effective managing are essential for the company, and the people’s most valuable resource is knowledge; therefore, HRM and KM are closely interrelated. In this paper, mutual impacts between knowledge management and human resources management are explained based on theoretical findings, and as a result, a preliminary model assessing the impact of human resources issues on knowledge management is presented. In the model, HRM is observed from two aspects: (1) functions which are derived from the ‘best fit’ among ‘recruitment and selection of employees, training and development and performance appraisal’ and (2) effective factors which are ‘empowerment, quality of work, culture, individual factors and learning’.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Ahmed M, Ahmad RR (2012) Human resource effective factor for knowledge management with IT. In: International conference on technology and business management, vol 2. University of Wollongong in Dubai, Dubai. Retrieved from http://www.icmis.net/ictbm/ictbm12/ICTBM12CD/pdf/D2248-done.pdf
Anand A, Singh MD (2011) Understanding knowledge management. Int J Eng Sci Technol 3:926–939
Armstrong M, Armstrong M (2009) Armstrong’s handbook of human resource management practice. Kogan Page, London. Retrieved from http://site.ebrary.com/id/10309992
Attafar A, Soleimani M, Shahnazari A, Shahin A (2012) The relationship between enhancement of human resource productivity and knowledge management in Iranian libraries: a correlation analysis. Afr J Bus Manage 6(8):3094–3099
Boselie P, Dietz G, Boon C (2005) Commonalities and contradictions in HRM and performance research. Hum Resour Manag J 15:67–94
Brewer PDB (2010) Knowledge management, human resource management, and higher education: a theoretical model. J Educ Bus 85:330
Carrión GC, González JLG, Leal A (2004) Identifying key knowledge area in the professional services industry: a case study. J Knowl Manag 8:131–150
Chan P, Pollard D, Puriveth P (2011) Implementing knowledge management. J Bus Econ Res (JBER), 2(5)
Chivu I, Popescu D (2008) Human resources management in the knowledge management. Rev Inf Econ 4:54–60
Cole DC (2005) Quality of working life indicators in Canadian health care organizations: a tool for healthy, health care workplaces? Occup Med 55:54–59
Collins H (2010) Tacit and explicit knowledge. University of Chicago Press, Chicago
Daud S, Yusoff WFW (2011) How intellectual capital mediates the relationship between knowledge management processes and organizational performance. Afr J Bus Manag 5:2607–2617
Davenport T, Prusak L (1998) Working knowledge. Harvard Business School Press, Cambridge
Davenport TH, Völpel SC (2001) The rise of knowledge towards attention management. J Knowl Manag 5:212–222
Dhamija P (2012) E-recruitment: a roadmap towards e-human resource management. Res World J Arts Sci Commer 3:33–39
Dicke C, Holwerda J, Kontakos AM (2006) Global HR best practices: maximizing innovation, effectiveness and efficiency in HR. Center for Advanced Human Resource Studies, New York. Retrieved from http://www.ilr.cornell.edu/cahrs/research/pubs/SpecialTopics/upload/2006FALL-GlobalHRBestPractices.pdf
Fombrun CJ, Tichy NM, Devanna MA (1984) Strategic human resource management. Wiley, New York
Fong C-Y, Ooi K-B, Tan B-I, Lee V-H, Chong AY-L (2011) HRM practices and knowledge sharing: an empirical study. Int J Manpow 32:704–723
Foot M, Hook C (2008) Introducing human resource management. Pearson Education, Harlow
Gloet M (2002) Knowledge management audit: the role of managers in articulating and integrating quality practices. Manag Audit J 17:310–316
Gloet M, Berrell M (2003) The dual paradigm nature of knowledge management: implications for achieving quality outcomes in human resource management. J Knowl Manag 7:78–89
Greasley K, Bryman A, Dainty A, Price A, Soetanto R, King N (2005) Employee perceptions of empowerment. Empl Relat 27:354–368
Horak BJ (2001) Dealing with human factors and managing change in knowledge management: a phased approach. Top Health Inf Manage 21:8–17
Hussock J (2009) Defining a framework for knowledge sharing in a dynamic sales oriented organisation. Master’s thesis, Dublin Institute of Technology, Dublin
Hutchinson JR, Huberman M (1994) Knowledge dissemination and use in science and mathematics education: a literature review. J Sci Educ Technol 3:27–47
Ishak N, Eze U, Ling L (2010) Integrating knowledge management and human resource management for sustainable performance. J Organ Knowl Manage 2010(2010):1–13. doi:10.5171/2010.322246
Iske P, Boersma W (2005) Connected brains: question and answer systems for knowledge sharing: concepts, implementation and return on investment. J Knowl Manag 9:126–145
Jantz R (2001) Knowledge management in academic libraries: special tools and processes to support information professionals. Ref Serv Rev 29(1):33–39. doi:10.1108/00907320110366778
Jengard L (2010) Project knowledge management: how to evaluate project knowledge, and project knowledge management performance (Student thesis). Linnaeus University, Faculty of Science and Engineering, School of Computer Science, Physics and Mathematics
Lam A, Lambermont-Ford J-P (2010) Knowledge sharing in organisational contexts: a motivation-based perspective. J Knowl Manag 14:51–66
Lin H-F (2007) Knowledge sharing and firm innovation capability: an empirical study. Int J Manpow 28:315–332
Lin C-P, Joe S-W (2012) To share or not to share: assessing knowledge sharing, inter employee helping, and their antecedents among online knowledge workers. J Bus Ethics 109:439–449
Madhoushi M, Sadati A, Delavari H, Mehdivand M, Hedayatifard M (2010) Facilitating knowledge management strategies through IT and HRM. Chin Bus Rev 9(10):57–66
Mathew M, Kumar D, Perumal S (2011) Role of knowledge management initiatives in organizational innovativeness: empirical findings from the IT industry. Vikalpa 36:31
Noe RA, Hollenbeck JR, Gerhart B, Wright PM (2000) Human resource management: gaining a competitive advantage. McGraw-Hill College, Boston
Oltra V (2005) Knowledge management effectiveness factors: the role of HRM. J Knowl Manag 9:70–86
Özbebek A, Toplu EK (2011) Empowered employees’ knowledge sharing behavior. Int J Bus Manag 3:69–76
Renuka SD, Venkateshwara BA (2006) A comparative study of human resource management practices and advanced technology adoption of SMEs with and without ISO certification (Small and Medium Enterprises). Singapore Manage Rev 28:41
Svetlik I, Stavrou-Costea E (2007) Connecting human resources management and knowledge management. Int J Manpow 28:197–206
Tavari M, Sukhkian MA, Mirnejad SA (2009) Identification and prioritization of effective factors on Hr productivity by means of MADM techniques. Ind Manag J 1(1):71–88
Theriou GN, Chatzoglou PD (2008) Enhancing performance through best HRM practices, organizational learning and knowledge management: a conceptual framework. Eur Bus Rev 20:185–207
Thite M (2004) Strategic positioning of HRM in knowledge-based organizations. Learn Organ 11:28–44
van den Hooff B, de Ridder JA (2004) Knowledge sharing in context: the influence of organizational commitment, communication climate and CMC use on knowledge sharing. J Knowl Manage 8(6):117–130. doi:10.1108/13673270410567675
Wang Z, Wang N (2012) Knowledge sharing, innovation and firm performance. Expert Syst Appl 39:8899–8908
Wong KY, Aspinwall E (2005) An empirical study of the important factors for knowledge-management adoption in the SME sector. J Knowl Manag 9:64–82
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2015 Springer India
About this paper
Cite this paper
Horvat, J., Bobek, S. (2015). Mutual Impacts of Human Resources Management and Knowledge Management: Issues of Functions and Effective Factors. In: Chatterjee, S., Singh, N., Goyal, D., Gupta, N. (eds) Managing in Recovering Markets. Springer Proceedings in Business and Economics. Springer, New Delhi. https://doi.org/10.1007/978-81-322-1979-8_31
Download citation
DOI: https://doi.org/10.1007/978-81-322-1979-8_31
Published:
Publisher Name: Springer, New Delhi
Print ISBN: 978-81-322-1978-1
Online ISBN: 978-81-322-1979-8
eBook Packages: Business and EconomicsBusiness and Management (R0)