This paper was presented at COBRA 2012 conference.
The paper acknowledges the role of Intellectual Capital (IC) in bestowing competitive advantage to any firm and thus contributing towards its success. The paper also explores the role of KM and HRM both in sustaining IC particularly in the case of hiring for employees’ replacement. Further, it also explains the relationship of HRM’s main domains such as: selection, training, appraisal and rewards with KM in detail and their roles in the effective installation of KM system. B
Based on the extant literature, it reinforces (argues) that a new worker could be transformed to a knowledge-worker if appropriate transition processes were in place for knowledge retention and captured from leaving personnel. These knowledge-workers may be considered as talents that need to be nurtured under a suitable Human resource environment that supports the KM system.
This paper confirms that the learning organizational structure provides conducive environment for knowledge-workers to realise his/her potentials. Finally, it concludes that if HRM is well linked to KM, then the replacement of employees may not be considered as a knowledge retention and capture problem for any firm.
This paper investigates the KM and HRM link and attempts to clarify the importance of HRM themes for managing knowledge in order to achieve the sustainable success for organizations.
This paper was presented at COBRA 2012 conference.
The paper acknowledges the role of Intellectual Capital (IC) in bestowing competitive advantage to any firm and thus contributing towards its success. The paper also explores the role of KM and HRM both in sustaining IC particularly in the case of hiring for employees’ replacement. Further, it also explains the relationship of HRM’s main domains such as: selection, training, appraisal and rewards with KM in detail and their roles in the effective installation of KM system. B
Based on the extant literature, it reinforces (argues) that a new worker could be transformed to a knowledge-worker if appropriate transition processes were in place for knowledge retention and captured from leaving personnel. These knowledge-workers may be considered as talents that need to be nurtured under a suitable Human resource environment that supports the KM system.
This paper confirms that the learning organizational structure provides conducive environment for knowledge-workers to realise his/her potentials. Finally, it concludes that if HRM is well linked to KM, then the replacement of employees may not