scholarly journals The Impact of Development Perspective of HRM and Lesson Learned System of Knowledge Management on Project Success

2019 ◽  
Vol 1 (1) ◽  
pp. 1-12
Author(s):  
Sumera Asgher Butt ◽  
◽  
Bilal Ghaffar ◽  
Kamran Ali
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Project Success ◽  
Project Management Competency ◽  
The Impact ◽  
Development Perspective ◽  
Management Competency

The impact of the development perspective of human resource management and lesson learned system of knowledge management on project success. The mediating role competency retention is examined by collecting the data from the regular employees of the telecommunication sector. A total of 380 questionnaires distributed, out of which 321 questionnaires were returned, and the study gained an actual response rate of 84.4%. Some surveys were excluded because of missing values using the list-wise deletion method, which includes a statistical analysis, and after that, 310 complete questionnaires were selected for further proceedings. The results confirmed that the development perspective of human resource management and lesson learned system of knowledge management has an insignificant positive relationship with project management competency retention and project success. There is no mediation of project management competency retention that has been proved between the development perspective of human resource management, and lesson learned system of knowledge management, and project success. A significant positive relationship has been shown between project management competency retention and project success. Finally, the results suggested that the organizations must retain competency to achieve project success.

The effects of knowledge management processes on human resource management

2018 ◽  
Vol 9 (3) ◽  
pp. 310-328 ◽  
Author(s):  
Halil Zaim ◽  
Yavuz Keceli ◽  
Ashraf Jaradat ◽  
Selma Kastrati
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Knowledge Sharing ◽  
Human Resource ◽  
Knowledge Utilization ◽  
Content Type ◽  
Research Findings ◽  
The Impact ◽  
A Company

Purpose Managing knowledge effectively and efficiently is considered to be a key success factor to gain sustainable competitive advantage for organizations. This study aims to analyze the impact of knowledge management (KM) processes on human resource management (HRM). Design/methodology/approach To test the relationship of KM processes on HRM, a case study was conducted using structural equation modeling based on data collected from employees and managers of a Telecom company in Turkey. The survey instrument is a self-administered questionnaire composed of 37 questions. Three of them are demographic questions; 20 questions aim to reveal KM processes and 14 for HRM practices. The questionnaire was distributed via google survey link to employees and managers in headquarters office and two branches in Istanbul. Findings In this paper, the authors tried to investigate the impact of KM practices on the HRM performance of a company. The results indicate that companies with better KM practices tend to perform better at HRM. The main contribution of this paper lies in pointing out that, among the dimensions of KM, knowledge sharing and knowledge utilization have direct impact on HRM, whereas knowledge generation and knowledge sharing have indirect impacts. Research limitations/implications The main limitation of this study lies in the fact that data are collected from a single company in telecom industry. Therefore, it is difficult to generalize the results. Although the research findings are aligned with those of the previous studies, further research using data from numerous companies in various industries is still needed to generalize the research findings. Practical implications The paper includes implications for the development of knowledge utilization generated and stored within the company. The knowledge can create improvements in the company’s HRM performance if it is shared and used effectively. The paper addresses an important subject and the findings may be used by human resources and KM practitioners interested in the development of organizational knowledge through human resource practices. Originality/value This paper fulfills an identified need to investigate the impact of KM practices on the HRM performance of a company.

scholarly journals The Impact of Strategic Human Resource Management on Organizational Innovation and Knowledge Management Capacity (Case Study of Saipa-Citroen Company)

2018 ◽  
Author(s):  
Susan Boostani ◽  
Ali Sabbaghian
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Organizational Innovation ◽  
Strategic Human Resource Management ◽  
Equation Modeling ◽  
Management Capacity ◽  
The Impact

The purpose of this research is to investigate the effect of strategic human resource management on organizational innovation and knowledge management capacity (Case Study of Saipa-Citroen Company). The research method is descriptive-survey. The statistical population consisted of all staff members of Saipa-Citroen (2884 people) who were selected by simple random sampling of 340 people using the Morgan table. Data gathering tools include Human resources management Strategic Management Inventory, Organizational Innovation, Knowledge Management Capacity Ogger Yuzgat et al. (2015). Data analysis was performed using structural equation modeling method. Findings of the research showed that HRM has an impact on the components of knowledge management capacity (knowledge acquisition, knowledge sharing, knowledge software, exploration and exploitation) (P <0.05). The results showed that strategic human resource activities of organizations positively affect organizational innovation (P <0.05). Organizational HRM positively affects organizational organizational knowledge management capacity (P> 0.05).

The Mediating Role of Employers Attractiveness and Prestige on Job Aspirants Perception Towards Green Employee Relations in Malaysia

2021 ◽  
Vol 40 (1) ◽  
Author(s):  
Diane Christine Fernandez ◽  
Jaya Ganesan ◽  
Jian Ai Yeow
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Undergraduate Students ◽  
Developing Economies ◽  
Private Higher Education ◽  
Employee Relations ◽  
Green Human Resource Management ◽  
The Impact ◽  
The Relationship

The key objectives of this study are to examine the relationship between Green Employee Relations and Job Pursuit Intentions as well as the mediating roles of Employers’ Attractiveness and Employers’ Prestige. This study is useful in determining the impact of green growth in developing economies such as Malaysia. Employing Business fields undergraduate students from private Higher Education Institutions in Malaysia as the research sample where a total of 216 responses were collected for the study. For data analysis, SPSS and Smart PLS were utilized. Based on the bootstrapping approach, the results showed that the direct and mediating linkages were supported. This is where Green Employee Relations influenced the Job Pursuit Intentions, both Employers’ Attractiveness and Employers’ Prestige mediated the relationship respectively. The findings of this research offer empirical evidence to comprehend prospective job aspirants’ perception towards Green Employee Relations in influencing their Job Pursuit Intentions. Additionally, the study advances by contributing literature in the contemporary Human Resource Management area - Green HRM. Keywords: Green Human Resource Management, Green Employee Relations, Employers’ Attractiveness, Employers’ Prestige, Job Pursuit Intentions JEL Classifications :  J5, MO, M1

The Relationship Between Human Resource Management Practices, Knowledge Management Practices, and Performance: Evidence from the Healthcare Industry in India

2021 ◽  
pp. 097215092110372
Author(s):  
Satyanarayana Parayitam ◽  
Shaik Mohamed Naina ◽  
Timothy Shea ◽  
Abdul Hameed Syed Mohideen ◽  
Alex Aruldoss
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Practices ◽  
Training And Development ◽  
Learning Culture ◽  
Hrm Practices ◽  
The Relationship

The objective of the present study is to examine the impact of human resource management (HRM) practices on organizational performance. Knowledge management (KM) practices as a moderator in the relationship between HRM practices and organizational performance are studied by developing a conceptual model. Using a structured survey instrument, the data were collected from 979 employees from 10 hospitals in the southern part of India (Tiruchirappalli District of Tamil Nadu). After thoroughly checking the instrument’s measurement properties using the LISREL, hierarchical regression was performed to test the hypotheses. The results support (a) compensation and rewards, performance appraisal and learning culture that are positively and significantly related to organizational performance; (b) recruitment and selection, training and development that are not significantly related to organizational performance; and (c) KM practices that moderate the relationship between (a) training and development and organizational performance, and (b) learning culture and organizational performance. Finally, the implications for HRM and KM are discussed.

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