KNOWLEDGE MANAGEMENT AND CREATIVE HRM

Transcription

1 KNOWLEDGE MANAGEMENT AND CREATIVE HRM Ankur* *Lecturer, Department of Management Studies Galgotias Institute of Management & Technology. Ph: Dr V.N. Bajpai** **Sr. Lecturer, Department of Management Studies Galgotias College of Engg. & Technology. Ph: ABSTRACT management is hot, still and for good reason. has been recognized as key resources of organization and as such it should be managed. But the elusive nature of puzzles both manages and management scientists. management complies a range of practices used by organization to identify create represent and distribute for reuse, awareness and learning across the organization. Moreover management is about developing, sharing and applying within the organization to gain and sustain competitive advantage, shared intelligence improved performance or high level of innovation. How, then, is human resource management (HRM) related to management? Scholar have argued recently that is depend on the people and that HRM issue, such as recruitment and selection, education and development performance management pay and reward as well as the creation of a learning culture are vital for managing with firm. One of the key factor in the growth interest in management in the 1990s was the discovery that employee have skill and that are not available to the organization. It is perhaps no coincidence that this discovery of the central importance of the people as possessor of vital to the organization followed an intense period of corporate done sizing, outsourcing and staff redundancies. We show that there is no single set of rules and regulation and values by which management can be judged. The aim of this paper is, first, to analyse which HRM practices such as strategy, selection and hiring, training performance management and remuneration have on the creation and distribution of within firm. Second that paper attempt to assess whether or not management requires a particular human resource strategy. KEY WORDS KM, Data mining, Data warehousing, Strategy INTRODUCTION The popularity of management has increased rapidly after 1996, and it has become a central topic of management philosophy and a management tool. This popularity is reflected in the growing number of organization implementing management strategy in the organization. Another recent UK survey found that overall 75% organization said that their organization had a management strategy in place. They were asked to specify the extent of their organization management programme. 12.5% said that their organization had management as an integral part of their business processes and the value of organizational is reported to their stockholder. 31.5% have intergraded the management strategy with some technical or culture issue 37.5% are utilizing management procedures to achieve known benefits and 50% have initiated in a non-uniform manner with pilot approaches in place 50% have no management in place for achieving overall organizational goals. KNOWLEDGE MANAGEMENT is about customer, processes, competitor etc. that can be codified in people mind or in any explicit form management is applying the collective and abilities of the entire work force to achieve specific organizational objectives. There is no agreed definition of management even among practitioners. One reason for this lack of agreement stream from the fact that people working in the KM field come from a wide range of disciplines such as psychology management science, sociology, strategy, engineering etc. most definition are, however, similar on one points as they take a very practical approaches to i.e; how can contribute to organizational effectiveness. There is also a lack of consensus on itself. Some see as a commodity like any other that can be stored and made independent of time and place, while other see as social in nature and very dependent on context. The most fundamental and common classification of organizational is along the explicit-tacit dimension. In this dimension explicit is considered to be formal and objectives, and can be expressed unambiguously in words, number and specification. Hence, it can be transferred via formal and systematic method in the form of official statements, rules and procedure and so is easy to codify. Tacit, by contrast is subjective, situational and intimately tied to the knower experience. Thus it is difficult to formalize,

2 document and communicate to other. Given the different nature of explicit and tacit the management process varies for the two types of (see figure1) Figure-1: Explicit and Tacit management process. Explicit Creation Capturing Packaging Distributing Using Tacit Creation Distributing Using Capturing or documenting can occur in at least four ways. First, documenting can be a passive by product of the work process of virtual teams or communities of practices, who automatically generate archives of their informal electronic communications that can be searched later. Second, it can occur within a structure such as that provided by facilitators using brainstorming techniques, perhaps mediated by the use of electronic meeting systems. Third, documenting can involve creating structured seconds as part of a deliberate, before the fact re-uses strategy. Finally, it can involve a deliberate, after the fact strategy for later re-use such as learning histories, expects help files or the creation of a data warehouses. Packaging is the process of culling, cleaning and polishing, structuring, formatting or indexing documents against a classification scheme distribution can be passive as sending mass mail, newsletters or establishing a notice board. An active distribution of involves after action reviews, selective pushing and specialized conferences. The benefit of KM is to produce commercial value for the customers, increasing innovations and for employees management can mean increased autonomy and intrinsic benefit of increased learning. The tacit management processes have fewer parts than the explicit one. Although the creation is similar in both cases, the main difference lies in the distribution of. Distribution of tacit has been most successfully achieved by apprenticeship, communities of practices, dialogue, meetings, informal talks, conferences, lectures and mentorship. The use of is also similar to that of the explicit one. The solid arrears in figure 1 shows the primary flour direction, while the broken arrears shows the more recursive flows. The recursive arrow shows that KM is not a simple sequential process. KM PROBLEMS In the early stages of KM, the literature was heavily biased towards technological solutions and lacked any deeper analysis of. An organizations view largely indicates that transformation from tacit to explicit as a major issue. Organizations are failing to gasp the fundamental changes to their day-to-day operations and culture that successful KM implementation requires. To codify explicit in databases for reuse-managers soon faced management problems. These problems included encouraging employees to use existing stored in databases

3 instead of reinventing the wheel. For a worker it tends to be a challenge to find a new solutions to a problem, but from a companies point of view it is a waste of time if a good solution is already available. So, far, I have given a brief summary of KM, and pointed out some problems in the KM process. The following HRM practices has been found essential for management. KM and HRM strategy; recruitment and selection, training and development, performance management, reword and recognition. HUMAN RESOURCE MANAGEMENT The HRM represents a resource-based conception of the employment relationship, some elements of which incorporate a developmental role for the individual employee and some elements of cost minimization. Independent of the similarities or differences between HRM and personal management, the core business of the HR function is to develop employees in accordance to the business strategy, select and hire people, train and develop the staff, evaluate their performances, reword them, and create a culture of learning. The next section turns to these issues and focus upon their role in enhancing management. KM & HRM STRATEGIES The extent to which HRM has come to play a role in the direction and planning of organizations has been a persistent theme not only among academics but also among practitioners in the field. There are two rival approaches in strategic HRM. On the one hand is the matching model emphasizing the necessity of tight fit between HR strategy and business strategy? On the other hand is the more flexible model. Models recognize that there are a variety of stakeholders in the organization, such as stakeholders, various groups of employees, the government and the community. The creation of HRM strategies are bound to recognize these interests and fuse them as much as possible into the human resource strategy and ultimately the business strategy. There are three competitive strategies that firms can use to gain competitive advantage. The first, innovative strategy is used to develop products or services different from those of competitors. Enhancing product and service quality is the primary focuses of the second strategy, quality enhancement strategy, while the final one, cost reduction strategy, firms typically try to gain competitive advantage by being the lowest-cost producer. The three strategies requires people with different, abilities and technical skills or role behaviors. The firms pursuing the innovative strategy are likely to have the following HRM characteristics: (1) Jobs that require close interaction and coordination among groups of individuals. (2) Performance appraisal that are more likely to reflect long team and group based achievements (3) Jobs that allow employees to develop skills that can be used in other position in the firm (4) Compensation system that emphasize internal equity rather than external or market based equity (5) Ray rates that tend to be low, but that allow employees to be stakeholders. These practices facilitate co-operative, interdependent behavior that is oriented towards the longer team and faster exchange of ideas and risk taking. The key HRM practices of firms that pursue quality enhancement strategy are likely to have (1) relatively fixed and explicit job descriptions (2) high level of employee participation in decision making (3) a mix of individual and group criteria for performance appraisal (4) guarantees of employment security (5) extensive and continuous training and development of employees. In attempting to gain competitive advantage by pursing a strategy of cost reductions, key human resource practice choices includes: (1) Relatively stable and explicit job descriptions that allow little room for ambiguity (2) narrowly designed jobs and narrowly defined carrier paths that encourage specialization, expertise and efficiency (3) short term, result oriented performance appraisals (4) Minimal level of employees training and development. Finally, in reality firms, combine strategies, such as low cost and quality, or quality and innovations. These combinations might results in the challenge of stimulating and rewarding difficult role behaviors while at the same time trying to manage the conflicts and tensions that may arise as a consequence. Link between HRM practices and strategy are presented in figure-2.

4 Figure-2: The link between strategy and HRM practices. Broad Skills required Strategy Creative HRM Smart HRM Innovation Effectiveness Hard HRM Narrow There are basically two strategy managing. Terms used for these strategies are codification and personalization. The forms refers to the codification of as its storage in databases where it can be accessed and as used readily by anyone in the company such organizations invent heavily in ICT for projects like intranet, data warehousing & data mining mapping ( identifying where the is located in the forms ) and electronic libraries. This increases effectiveness & growth the reuse of saves work, reduces communications Costs Personalization referes to personal development of & it is shared mainly through direct Person -to - person contacts. Dialogues, learning histories & Communities practice are among the technique have to be used in order to facilitate tacit sharing. The codifications & personalization strategies help to frame the management practices of the Organizations as a whole as outlined in Table 1. As Table 1 indicates, makes several useful contributions to HRM. First it links both KM & HRM to the Competitive strategy of the firm i.e.; it is not in itself but the way it is applied to strategic objectives that is the critical ingredient of competitiveness. Second, this account stresses the need of best fit between HRM practices such as reward system and a organization s approach to manage work.

5 Table 1: Management strategies Codification strategy Personalization Strategy General Strategy Develop ICT system that Codifies stores, Disseminate & allows reuse of Develop networks for linking people so that tacit can be shared use of ICT Invest heavily in ICT Invest moderately in ICT. Human resources :Recruitment & selection Hire new college graduates who are well suited to the re-use of & the implementation of solution. Hire MBAs who like problem solving & can tolerate ambiguity. Training & development Rewards Systems Train people in groups & though computer based distance learning. Rewards people for using and contributing to document database Train people through on- to one mentoring. Reward people for directly sharing with others. Recruitment & Selection management is often adopted by organizations in Complex unpredictable, environments, traditional selecting & recruitment practices have more often them not to be modified. In innovative organizations the selection of individuals with both appropriate skills & attitude has been identified as crucial to the project teams ability to integrate from diverse sources It stressed that conventional approached to selection may need to be revised in the light of the unpredictable flows involved in innovation project finally for revising the interviews & selection processes so that they gather evidence about individual building behavior..new questions need to be asked such as; hove well networked is the individual? What role does he/she plays in the networks they belong to? What types of communities of practice do they belong to? How have they helped develop their colleagues? How do they keep their own up to- date? Training & Development Continuous professional development is considered to be essential to professional and workers. In orders to stay at the forefoot of their professional fields they must be constantly aware of developments within their specific disciplines & professions they need to participates in activities that offer opportunities to further their own professional development. codification & personalization strategies requires that organizations hire different kinds of people and train them differently. Codification firms tends to hire undergraduates & train them is groups to be implements, that is to develop and implement change program & information system Personalization firms hire MBA graduates to be inventors, that, is to use their and analytical & creative skills on unique business problems. Reward & Recognition Reward systems indicate what the organization values & shape individuals behavior. There are mixed views as to whether organizations need to introduce separate rewards to encourage building & sharing. On the one hand there was no need for separate rewards. If organization have introduced a competency framework that includes building & sharing behaviors, which is linked to the performance management system. On the other hand, rewards for sharing & reuse should be more immediate & be of a public nature, as this type of behavior is important to the organizations. CONCLUSION This paper has concentrated on how HRM practices can encourage sharing and re use. Attention has been given to strategy, selection and recruitment processes, training & development. Reward systems and the Creation of learning environment. Paper summarizes some of the many possible relationships between HRM & KM. Most importantly it illustrates that management practices do not operate alone, divorced from the rest of the organizations, Practices are instead interrelated and require a degree compatibility and carefully coordination.

6 REFERENCES Beardwell, I. (2001) An introduction to human resource management: strategy, style or outcome in I. Beardwell and L. Holen (eds.) In Human Resource Management: A contempory approach, Harlow: Prentice Hall. Carter, G. and Scarbrough, H. (2001) Towards a second generation of KM? The people management challenge, Education and Training, 43:4/5, Chua, A. (2002) Taxonomy of organisational, Singapore Management Review, 24:2, Clegg, S. and Clarke, T. (1999). Intelligent Organizations? in S. R. Clegg, E. Ibarra- Colado and L. Bueono-Rodriquez (eds.) Global Management: Universal Theories and Local Realities, London: Sage. Currie, G. and Kerrin, M. (2003) Human resource management and management: enhancing sharing in a pharmaceutical company, International Journal of Human Resource Management, 14:6, Daft, R.F. (2001) Organization Theory and Design, Cincinnati: South-Western College Publishing. Management Projects, MIT Sloan Management Review, 39:2,