Knowledge Management, Mode, HRM, HRM Practices and Strategies & Role of HRM in Knowledge Management

1. Knowledge Management
Strategy and HRM
Presented By:
● Pooja Soni Roll no -16
● Mangesh Nawale Roll no -10
● Nikhil Gangde Roll no -06

2. Knowledge
Knowledge is most important asset for any organization. It recognized as resource and
the person who involved in creation, storage and dissemination of knowledge are called
knowledge workers. If an organization wants to be successful, its managers, must find
out an efficient and effective way to manage knowledge worker
The knowledge worker's knowledge helps the organization to achieve their expected
objectives and it can successfully achieve only through proper HRM practices.
Knowledge is an intellectual thing and cannot fulfilling without human brain. Therefore,
HRM play important role in KM.
Knowledge is not only just an explicit tangible "thing" like information but information
combined With experience, context, interpretation and reflection, Knowledge involves the
full person, integrating The elements of both thinking and feeling.

3. Types of Knowledge
1. Explicit Knowledge: It is formal and easy to communicate to others. It is the knowledge of
rationality i.e. policies, rules, specifications and formulae. It is also known as declarative
knowledge.
2. Tacit (Implicit) Knowledge: It is complex from knowledge. It has two dimensions namely
technical and cognitive. This is a personal knowledge which is in human mind and difficult to
formalize and also difficult to communicate.
3. Cultural knowledge: The cultural knowledge includes assumptions and beliefs. It is used to
understand, describe and explain the reality as well as conventions. It is also useful to form
the framework among organizational members, recognize the new information and evaluate
alternative interpretations and actions.

4. Knowledge Management
KM refers to multi-disciplinary approach to achieving organizational objectives by
making the best use of knowledge. It focuses on progress such as acquiring, creating
and sharing knowledge and the cultural and technical foundations that support them.
According to Skyrme and Amidon (1998), knowledge management deals with:
Managing information- explicit/recorded knowledge
● Managing process- embedded knowledge
● Managing people with tacit knowledge
● Managing innovation- knowledge conversion
● Managing assets and intellectual capital

5. MODE OF KNOWLEDGE CREATION IN AN ORGANIZATION
1. Acquisition: Buy it or by an organization, or hire individual that have it.
2. Adaption: New products from competitors, new technologies, social and economic changes
drive knowledge generation. The organization that do not change with changing conditions, will
fail.
3. Fusion: It brings together people with different perspective to work on a problem or project,
forcing them to come up with a joint answer.
4. Dedicated Resources: Establish groups or units especially for the purpose of R&D departments
in a particular areas/knowledge.
5. Network: Communities brought together by common interest usually talk together through
different modes of communication to solve the problems.

6. ELEMENT REQUIRED FOR EFFECTIVE KM
The effective KM has the potential of creating distinctive competencies, unique market
Positioning and sustained growth. For effective knowledge management the following
element are required:
● Top management support
● Good communication and information sharing
● Assessment of knowledge requirements for new jobs
● Adoption of effective KM solutions
● Better HRM policies for proper identification and rewards for knowledge workers

7. HUMAN RESOURCE MANAGEMENT
● Human Resource Management (HRM) is a relatively new approach to
managing people in any organization. People are considered the key resource
in this approach. It is concerned with the people dimension in management of
an organization.
● Organization is a body of people, their acquisition,development of skills,
motivation for higher levels of attainments, as well as ensuring maintenance of
their level of commitment are all significant activities. These activities fall in the
domain of HRM.
● Human Resource Management is also responsible for maintaining good human
relations in the organization.It is also concerned with development of
individuals and achieving integration of goals of the organization and those of
the individuals.

8. HUMAN RESOURCE MANAGEMENT
● Human resource management as an extension of general management, that
of prompting and stimulating every employee to make his fullest contribution
to the purpose of a business. Human resource management is not something
that could be separated from the basic managerial function. It is a major
component of the broader managerial function.

10. DEFINITION OF HRM
Human resource management (HRM) as a function in organizations designed to maximize
employee performance in service of their employer's strategic objectives. HR is primarily
concerned with how people are managed within organizations, focusing on policies and
systems…(Wikipedia)
Human Resource Management as that branch of management which is responsible on a staff
basis for concentrating on those aspects of operations which are primarily concerned with the
relationship of management to employees and employees to employees and with the development
of the individual and the group…(Scott, Clothier and Spriegel')
According to Edwin B. Flippo, -Human resource management is the planning,organizing, directing
and controlling of the procurement, development, resources to the end that individual and societal
objectives are accomplished

11. ELEMENTS OF HRM

12. ELEMENTS OF HUMAN RESOURCES MANAGEMENT
1. Acquisition
Acquisition function is concerned with recruitment and selection of manpower requirement for an
organization. It is the starting point of human resource management function. Acquisition is
primarily concerned with planning, recruitment, selection and socialization of employees.
2. Development
This function includes Training and Development and Career development. The knowledge,skills,
attitudes and social behaviors of the staff are developed through different training.
3. Motivation
Only training and development do not inspire employees to do better work. For this, they should be
motivated. Motivation includes job specification, performance evaluation, reward and
punishment,work performance, compensation management, discipline and so on.
4. Maintenance
It is concerned with the process of retaining the employees in the organization. This function
includes providing the best working conditions for employees. It also looks after the health and
safety of the staffs.

13. OPERATIONAL FUNCTIONS OF HRM STRATEGY
● Manpower Planning
● Recruitment
● Performance Management
● Training & Development
● Staffs Relations
● Compensation & Benefits management

15. HRM AND KNOWLEDGE MANAGEMENT
knowledge worker
whose primary contribution to the workplace is knowledge of a specific subject.
knowledge workers are generally differentiated by their ability to solve problems
and develop new resources in their specific field of expertise. At its most simple
definition, a knowledge worker is someone whose job requires them to think for a
living.
Every worker who has required knowledge and is competent and willing to create,
share and use the knowledge to perform successfully in his/her job (role) in the
KM must be taken as a knowledge worker.

16. HRM AND KNOWLEDGE MANAGEMENT
For KM knowledge workers should be trained from the following angles:
1. Cultural Adjustments: Essential to convert all tacit knowledge into explicit
knowledge for storing & sharing.
● Train to shed their inhibitions regarding sharing of tacit knowledge.
● Give rewards and incentives for sharing & using knowledge for the
benefit of organization.
1. Coping with Technology: sheds away the reluctance to use of advance
technology knowledge for storing & sharing.
● Motivate them and train them on use of advance technology
1. Leadership Issues: Employing Knowledge manager is more suitable for
leadership because they have "skills, knowledge, and know how to organize
knowledge in system that facilitate productive use of knowledge resource

17. HRM PRACTICES AND KM STRATEGIES
● The codification strategy
deals primarily with
explicit knowledge for
effectiveness and speed.
● The personalization
strategy is primarily
considered for tacit
knowledge development
in order to foster
innovation.

18. HRM STRATEGY AND KM RELATION
The HRM function In response to
the demands of the knowledge
economy and to develop linkages
with KM requires major changes
across four key areas: Roles,
Responsibilities, Strategic Focus
and Learning and it can be
concluded that there is very close
relation between HRM strategy and
KM as shown in figure:

19. Human resources management can play several roles in developing knowledge management in an organization.
For example, HRM should:
● help an organization articulate the purpose of the knowledge management;
● be a knowledge facilitator - to create proper environment of using and developing knowledge in
● an organization;
● be an experience creator - to build employees' skills, competencies and careers mainly through
● education, training and development responsibilities;
● be a knowledge sharing entity - to popularize effective knowledge sharing it in daily life in an
● organization - knowledge sharing must be expected, recognized and rewarded;
● be the champion of the low-tech solutions in knowledge management, although it should not ignore the
high-tech knowledge management tools;
● support the transformation of tacit knowledge into explicit knowledge, mainly through education and
training employers;
● promote innovation and creativity of workers.
ROLE OF HRM IN KM

20. CONCLUSION
● Effective human resources management is a challenge for knowledge-based
organizations.
● Indeed,they must adapt HR activities to the requirements of knowledge workers
like library and information professionals. The efficient and effective HRM and
the use of proven HRM practices in Job design, recruitment, selection and
orientation, performance management, compensation, training And
development can help the library and its managers to create conditions for
efficient and effective Management of knowledge workers and their knowledge
in the organization.
● Employees of an organization Are the main means of conveying knowledge,
and they should continually improve their qualifications Mainly through
learning, trainings, coaching and mentoring.

21. CONCLUSION
● An important aspect is to enhance human Resources department to perform
additional tasks in the scope of knowledge management. In addition, it Is the
priority to connect the human resource management strategy with the KM
strategy.