Discuss about the Human Resource Management for Knowledge Management.
A human resource manager focuses on expanding the performance and services of an employee. Their motive is to align all the people working in an organization towards their goals and objectives. Human resource management deals with managing people in an organization. The managers need to balance the organization goals in coordination with government regulations. This is known as ‘ministry of the manpower’ in Singapore.
In the 20th century, the concept of human resource was to only deal with the payroll and welfare schemes designing in the organization. The focus of HRM was administrative arrangements at that time. Whereas, while growing more and more in the recent years, it has added strategic management initiatives like the acquisitions, succession planning in the organization, talent hunt, labor and industrial relations and also inclusion and diversity (Werner, 2014).
The human resource management exercises in Singapore are not just limited to the employee management or employee engagement. The managers also deal with the organizational goals and aims to indulge the employees in engagement with goals of company (Rowey, 2004). Looking at the further plans, the HRM industry in Singapore must focus on planning of re hiring older managers into the workplace because of low population of Singapore (Singapore Department of Statistics, 2014).
For any organization working in
any country, the first goal has to be employee engagement and employee dealing. The employees tend to be more fulfilled and satisfied when they are engaged. By this, the employees have a maintained connection with the organization and also focus on the success of its goals. The less engaged employees are expected to leave the job soon. In case of no emotional engagement of an employee with its job or organization, there opens a chance that they would try rejecting additional remunerations from the company like, promotion, good and flexible working environment (Haid & Sims, 2009). There have been several studies on the following and one of them also shows that how the lower grade employees intend to quit when are more engaged. The organization costs about 1.5 times of employee’s salary when it has to replace him by another. And this retention has a deep effect on the company’s bottom line.
When, in an organization, an employee quits the job then, the person brings along an important experience and knowledge along with them.
The idea of replacing an employee can lead to draining of resources from the company as well as new employees joining in the organization are to be taught everything from the scratch and might take years to gain experience and perfection.
An employee’s general performance also defines his organizational performance. And the working place also matters for the idea of employee engagement. If the working place of an organization is not able maintain a good learning and developed environment then the employee results will also have inadequacy in engagement of employees and lessen their capability skills too. Hence, it is a strong need of the organization to know the need of knowledge coordination inside the workplace for guiding its employees towards success (Lubit, 2001).
Intellectual capital i.e. IC is an important key driver for the innovation and advantages of competition in today’s world of knowledge based working and economy (Teece, 2000). This concept also means that the fruitful administrative working of IC is clearly related the management of knowledge which an organization has to put in one place. This also signifies a good and successful application. This will help in growing IC of an organization.
Information creation, assimilation, circulation and utilization in the big organization will be directed because of good and effective management of knowledge. One can look into nonkana’s model of SECI.
Moreover, a productive knowledge management also creates a working condition which is conducive and it encourages, speeds up and creates a production and transmission of knowledge (Nonkana, 1995). An effective knowlegede management also allows sharing of knowledge amongst the employees and all the information to be used by one employee alone too (Nonkana, 2000).
A company has to chose single loop learning, i.e. SLL and double loop learning, i.e. DLL to remain in the completion list of organizations (Argyris, 1975).
Both argyris and schon were into the research that SLL can be also used to reach organization’s full potential and also to match with the solutions.
Knowledge Management Impact And Knowlegde Economy On Hrm
The IC management is an important route to reach competitive advantages in a knowledge kind of economy. The creation of an environment where one can take up and use the main resources which can be accessible to the employee individuals. In this kind of environment, the employees are able to share, acquire and use all the information for developing a different employee’s knowledge. This way, the employees are encouraged and are able to apply the same knowledge in favor of an organization (Harman & Brelade, 2007).
HRM is responsible for attracting, selecting, retention and having management and a development in the capabilities of employees. This brings about a boost in achieving benefits from all the knowledge and accessible assets (Human resource development in a knowledge based economy, 2003).
When it comes to a country like Singapore, the knowledge economy relies extremely on talent hunt management and one’s knowledge (Kan,Ho,.Cappelli and Berman, 2008).
Role Of Hrm In The Knowledge Economy
The HRM department should focus on changing and developing the HRM roles in order to have successful and effective knowledge economy. It is their duty to follow their roles like, facilitation of good clear knowledge, building up of relations inside organization and managing human resource and capital.
All the functions help an organization in becoming learning and growing organization. In this kind of environment, all the employees have to cultivate as a responsible workman on throe own. This will actively support the creation of knowledge send its distribution (Argote, 2000).
Now on the other hand, the mangers also work as relationship builders and promoters. There they have to support, maintain and develop the relationship between the employees as well stakeholders externally and internally. This move helps a man in improving social match up and also creates knowledge.
Finally, it can be said that if a company has to increase its value in the market then they will have to focus on HRM department more closely.
Performance Rewards And Management
It is always important to keep in mind that any person or employee can only be motivated when he/she receives some appreciation or is rewarded for the work they do. They can be the most enticing for the motivation of employees. This push factor must be kept in mind (Armstrong, 2010).
The new employees always need to develop a new knowledge for adjusting with their job or the task given to them; hence KM can help in motivating new workers to use the shared knowledge portal.
With the process, an employee tends to learn more and more in a general sense and also clear his/her doubts easily while learning. KM helps in letting the employees work more efficiently and comfortably inside an organization. This system does not let the old or other employees get side line. Both the types of employees in a workplace can be treated with the plan. New knowledge can be created easily with this process.
Sharing and distributing knowledge amongst the employees is an important part of knowledge management.
Organizations must work on creating rewards which tend to have a support system to share of knowledge. This will also include performance and productivity of an individual.
Conclusion
Ending the whole research, it would be important to say that the knowledge economy has completely changed the HRM into a duff rent approach. It is important to remain competitive and alive in this knowledge based working. Especially in Singapore, the companies have met the knowledge expectations and show up their importance. Knowledge is an irreplaceable resource and helps an organization in innovation new plans and increase performance.
In addition to this, an efficient coordination is important in knowledge environment. This involves socializing amongst employees, developing a culture in side workplace and creates policies which can be favorable to the employees too. Being up to date with the new technologies and plans and policies is also part of HRM. An organization had to meet all the types of steps to become a whole sole maintained organization. Lack of any one criterion might lead an organization to go off competition list and results to inability. It is important to have an organization where not only learning but also sharing of knowledge is supported.
The managers must know to differ importance of knowledge and talent in workers separately.
This will help in creating an organization where not only knowledge is supported, but also focuses on innovation processes and help in enhancing rivalries and competitiveness. This way, an organization will consider their cultures, innovations and procedures.
References
Agency, S. W. D. (2015). Human resource. Retrieved July 9, 2016, from https://www.wda.gov.sg/content/wdawebsite/L207-AboutWSQ/L301-WSQIndustryFramework-HumanResource.html
al, B. B. et (2004). Professional responsibility: Markets, ethics and law(2004-2005) (cases and readings for 2004-2005) (11th ed.)Pearson Custom.
Editorial board (2003). Human Resource Management Review, 13(4), ii. doi:10.1016/s1053-4822(03)00072-x
Global, M. (2010). Home | McLean global consulting (MGC). Retrieved July 9, 2016, from https://www.mcleanglobal.com
Journal of knowledge management practice,. Retrieved July 9, 2016, from https://www.tlainc.com/articl39.htm
Knowledge management – what is human resource ? Retrieved July 9, 2016, from https://www.whatishumanresource.com/knowledge-management
Ltd, I. S. P. (2012, October ). Impact of employee engagement on customer loyalty. Retrieved July 9, 2016, from https://www.insyncsurveys.com.au/resources/articles/employee-engagement/2012/10/impact-of-employee-engagement-on-customer-loyalty/
Pinnnington, A. H., & Pinnnington, H. (2014). International human resource management (3rd ed.). Los Angeles: SAGE Publications.
Rowley, T. J., Baum, J. A. C., Shipilov, A. V., Greve, H. R., & Rao, H. (2004). Competing in groups.Managerial and Decision Economics, 25(67), 453–471. doi:10.1002/mde.1201
Schobel, K. (2014). How much is enough? A study of municipal councillor remuneration. Canadian Public Administration, 57(1), 138–153. doi:10.1111/capa.12054
Werner, S. (2014). Aktuelles. ergopraxis, 7(05), 8–9. doi:10.1055/s-0034-1376894
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