scholarly journals Human Resources Approach for Optimization of Knowledge Management Implementation: A Case Study at Binus University

2021 ◽  
Vol 10 (2) ◽  
pp. 219-234
Author(s):  
Nora Saiva Jannana ◽  
Heru Sulistya ◽  
Muhammad Qowim ◽  
Ali Murfi
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Organizational Performance ◽  
Human Resource ◽  
Research Method ◽  
Deep Understanding ◽  
Faculty Members ◽  
Personal Knowledge ◽  
Business People

Professional human resources view knowledge management as a guarantor of knowledge owned, acquired, and developed together with other people in the organization so that personal knowledge can become organizational knowledge that can contribute to organizational performance. This study aims to analyze the optimization of the implementation of knowledge management at Bina Nusantara University to approach human resources. This approach is carried out to gain commitment and at the same time increase the competence of human resources in using knowledge management. This study uses a qualitative research method with the type of case study. The research results at Bina Nusantara University show that the resource approach focuses on empowering stakeholders, managing perceptions, developing individual competencies and commitments, and appreciating all achievements. This human resource approach is grouped into students, alumni, and parents. Second, industry, business people, and the community. Third, faculty members, and fourth, staff. This research contributes to a deep understanding of the human resource approach for optimizing knowledge management in higher education.

scholarly journals The role of knowledge management in organizational performance: case study of University of Malang, Indonesia

2019 ◽  
Vol 17 (1) ◽  
pp. 230-243
Author(s):  
Andi Nu Graha ◽  
Achmad Sudiro ◽  
Armanu ◽  
Kusuma Ratnawati
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Human Resources ◽  
Organizational Performance ◽  
Management Practices ◽  
Human Resources Management ◽  
Sampling Technique ◽  
Resources Management

The present study puts forward a model that examines variables of human resources management practices, organizational culture, knowledge management and organizational performance. By this model, it intends to explore the effects of human resources management practices and organizational culture on organizational performance. Particularly, it intends to find out their relationship with knowledge management as a mediator. The research applies SmartPLS for data analysis, with 163 respondents by means of saturation sampling technique. The results display several facts. First, both HRD practices and organizational culture have significant effects on knowledge management. Second, while knowledge management and organizational culture have a significant effect on organizational performance, HRD practices do not significantly affect organizational performance. It makes knowledge management only serve a partial mediation between human resources management practices and organizational performance, and serve a full mediation between organizational culture and organizational performance.

scholarly journals An investigation of the effect of knowledge management aspects on organizational performance (case study: sepah bank in Ardebil province)

2016 ◽  
Vol 4 (2) ◽  
pp. 33
Author(s):  
Daryoush Sahebnazar ◽  
Ebrahim Dadfar
Keyword(s):  
Knowledge Management ◽  
Data Collection ◽  
Organizational Performance ◽  
Research Results ◽  
Bank Branches ◽  
Performance Variable ◽  
Research Population

The purpose of this study is to investigate knowledge management aspects on organizational performance of Sepah Bank in Ardebil Province. Research population includes all the employees, deputies and managers of Sepah Bank branches in Ardebil Province, which according to the table of Morgan, includes a total number of 169 subjects. Standard questionnaires were used for data collection. Research results showed that knowledge management aspects (knowledge storage, sharing and using) had a positive and significant effect on organizational performance variable and in general 80 percent of variance determines the organizational performance of Sepah Bank in Ardebil.

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.

Intangible Conditions of Human Resources Factors in MSME Decade of Covid 19 in the Bandung City-West Java-Indonesia

2021 ◽  
Vol 12 (4) ◽  
pp. 806-812
Author(s):  
Deden Sutisna, Et. al.
Keyword(s):  
Human Resources ◽  
Employee Engagement ◽  
Research Method ◽  
Creative Industries ◽  
Test Reliability ◽  
West Java ◽  
Business People ◽  
Intact Condition ◽  
The Government ◽  
The City

The purpose of this study is to compensate for the intangible variables of the human resources of MSME actors in Bandung City, related to Employee Engagement and Attitude at the time of the COVID-19. Therefore, the intact condition of the two related variables is important for stakeholders such as the government and other related parties to understand and serve as a basis for policy and decision making, especially when the economy is exposed to COVID-19. The research method used is descriptive, verification and comparative. Data were tested using the validity test, reliability test, classical assumptions and data normality, and to test the level of contribution between variables and variable dimensions used correlation and termination tests. The data were obtained from the MSME economic actors in the city of Bandung total 45 samples. The city of Bandung was chosen as a place of research because the city of Bandung is known as a model city, culinary, education, creative industries as well as the city of culture and government of West Java. The results showed that the contribution, enthusiasm, pride of business people towards MSMEs was not supportive, lost trust and small. Only MSME players have employee engagement in the form of willingness. Attitudes or attitudes in the form of motives, traits and self-concepts are still strong for every MSME actor in Bandung City, and this condition is in line with the willingness dimension of employee engagement. Based on the results of the study, it can be concluded that the employee engagement of MSME actors in the city of Bandung is currently not good or has decreased, while the attitude at is still good.

scholarly journals Knowledge Management and Intellectual Capital - A Theoretical Perspective of Human Resource Strategies and Practices

2017 ◽  
Vol 8 (1) ◽  
pp. 148
Author(s):  
Isniar Budiarti
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Human Resource ◽  
Leadership Style ◽  
Intellectual Capital ◽  
Theoretical Perspective ◽  
Strategic Human Resource Management ◽  
Research Management ◽  
Competitive Advantages ◽  
Human Resources Strategies

Significant debates on the role of human resources have been shifted from organizational assets to initiator of innovation and competitive advantages. A current research has investigated suggestive roles of intellectual capital (IC) in strategic human resource management (SHRM) process and human research management (HRM) practices. Conversely, others have shown that the successful management of IC has related to implementation of knowledge management (KM). In turn, those perspectives suggest the implementation and usage of KM ensure the growth of IC, and the innovative IC may become an effective human resources strategies and practices to acquire innovation and competitive advantages. Through a comprehensive analysis of the latest journals on those concepts, this study argues that human resource strategies and practices involving KM and management of IC give potential oppurtunities to gain innovation and competitive advantages. Besides, this theoretical perspective suggests organizational culture and leadership style are interrelated to the process.

scholarly journals THE ROLE OF HUMAN RESOURCE IN ORGANIZATIONAL PERFORMANCE IN THE AUTOMOTIVE INDUSTRY

2021 ◽  
Vol 37 (1) ◽  
pp. 19-28
Author(s):  
Endre Szabó ◽  
Katinka Bajkai-Tóth ◽  
Ildikó Rudnák ◽  
Róbert Magda
Keyword(s):  
Human Resources ◽  
Organizational Performance ◽  
Human Resource ◽  
Automotive Industry ◽  
Structured Interview ◽  
Training System ◽  
Preventive Action ◽  
The Impact ◽  
And Training

In the course of the research, we examined the impact of the selection and training system of a Hungarian automotive company on organizational performance, which together ensure the future development of the company. It contributes to the optimization of sales, purchasing and logistics processes, ensures customer satisfaction and the success of the company. In this fast-paced and globalized world, it is essential for companies to be aware that one of the most important factors of production is human resources themselves, whose proper selection and training are a key element in maintaining and developing economic competitiveness. Human resources play the biggest role in the operation of an economic organization. Process quality and process orientation reduce costs, increase profitability, and improve processes to always meet growing requirements. This is the basis of the quality strategy. Therefore, it consistently applies preventive quality assurance methods, learns from failures, eliminates the causes of mistakes without delays and transfers its experience to all areas of the company for preventive action. It is customer-oriented and strives for excellence in all areas, and thus makes it an obligation for everyone to aim for the highest level of customer service. Due to the special peculiarities and characteristics of the labor force, it cannot be compared to any of the production resources. Taking this as a basis, the human resource management used to be more of a functional purpose, while in recent decades human factors have become an essential source of competitiveness. The market operation and performance of an organization depends significantly on how we can select the most suitable workforce. We need to see what the strategic points that determine the role of HR are, and we are also looking for the answer in which direction the needs, expectations and professionalism given by the generational difference move the activities of human resources. The aim of the research is to get an answer to how the employees of one of the leading Hungarian players in the automotive industry perceive the importance of the selection and training of the workforce in maintaining and improving competitiveness. To this end, we used a semi-structured interview, with the help of which we evaluated the current selection and training processes in the light of competitiveness and made suggestions for the improvement and refinement of these processes.

Rethinking companies’ culture through knowledge management lens during Industry 5.0 transition

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Valentina Cillo ◽  
Gian Luca Gregori ◽  
Lucia Michela Daniele ◽  
Francesco Caputo ◽  
Nathalie Bitbol-Saba
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Human Resources ◽  
Organizational Performance ◽  
Conceptual Model ◽  
Time Horizon ◽  
Design Methodology ◽  
Content Type ◽  
Hr Management ◽  
Support Organizations

Purpose Through the human resources (HR) and knowledge management (KM) perspective as human-centric processes, the aim of this study is to explore how companies’ engagement in diversity (DIV), inclusion (INC) and people empowerment (PEMP) policies influences companies’ organizational performance, to support organizations in the shift to the Industry 5.0 framework. Design/methodology/approach Combining the HR management and the KM-driven organizational culture, a conceptual model is proposed for explaining companies’ higher organizational performance. Proposed hypotheses are tested with reference to a set of listed international companies traced by Refinitiv on a five-year time horizon (2016–2020) through 24,196 firm-year observations. Findings This research shows that companies engaged in DIV policies, INC practices and PEMP through education have higher profitability and are more valued by capital markets’ investors. Originality/value This paper draws attention to the need to overcome the reductionist view of HR and rethink KM architecture to cope with the growing challenge of HR integration according to the Industry 5.0 paradigm.

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