Post on 05-Apr-2018
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Acknowledgement
I would like to extend my heartfelt gratitude to Dr. Shikha N. Khera for being a wonderful mentor to
me, guiding and inspiring me wholeheartedly and taking keen interest in my work throughout the
period. I would like to thank her for her invaluable time, support, encouragement, for being a
facilitator and helping me throughout my project work. I thank her for her patience for helping me
solve my problems and putting me through to the right channel during the course of the study.
I have gained immensely from my paper in terms of experience and expertise and take this
opportunity to extend the warm thanks to all those people who have devoted their valuable time and
extended support as and when called for.
Karishma Gulati
2K11/PhD/DSM/04
1
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Hsu and Shen (2005), tacit knowledge should not be seen as independent of explicit knowledge, as the
sharing of explicit knowledge must rely on the tacit knowledge of the receiver for explicit knowledge to
be understood and facilitate new knowledge creation. Knowledge sharing is defined as the dissemination
of information and knowledge through the whole department and/or organization (Yang, 2004).
Knowledge sharing should be encouraged for firms to enjoy the synergistic effect of collective wisdom
through the exchange of ideas and information. Consequently, the capability to generate better ideas will
enable the firm to create and maintain long-run sustainable competitive advantage (Lin, 2007) of the
firms as it facilitates the generation of new and better ideas, processes, products and services. Hence,
knowledge sharing acts as a mechanism that drives the formation of new knowledge and refinement of
old knowledge, as well as synthesis of more knowledge in the future. Knowledge sharing is confirmed
leading to improvement in innovation capability (Lin, 2007), better performance in business process
enhancement and better product and service offering to customers.
1.3 Link of HRM practices with Knowledge Management
Wong Choy Har et al. (2010) in their study provides a framework that focuses on the well-established
HRM practices namely; selective hiring (recruiting right people), recognition and reward (motivating
employee), performance appraisal (job evaluation), self-managed team (active cooperation culture) and
extensive training (continuous education and development) to enhance the level of knowledge
management.
As knowledge is residing in the human resource and organizations are using this knowledge for
competitive advantage, a well positioned HRM is essential to the success of KM activities due to the
systematic process of knowledge cycle (Soliman and Spooner, 2000). HRM and KM are interlinked as
employees knowledge can be shared by motivating him and can be made available to others through
Knowledge sharing tools (Lengnick-Hall and Lengnick-Hall, 2003). HRM practices can become the
facilitators or constraints for knowledge sharing among employees (Soliman and Spooner, 2000).
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Work Done
A. Paper entitled Knock on effect of HRM practices on tacit knowledge sharing behavior of
employees: Evidence from insurance companies has to be communicated to MDI, 12th
IHRM conference, till 15th July 2012.
Abstract for the same is: There is so much euphoria about the HRM practices that it almost seemstoo good to be true. New customers land in India every day, new insurance companies are opened
every month, and existing ones are growing at an unbelievable pace. And one of the reason for the
growth of these companies are the HRM practices implemented in these to motivate their employees
to increase their customer base and to share their tacit knowledge.
To search the best fish from the water is the main task of the companies as more talented will be the
fish, more the number of customers can be attracted. And therefore, recruitment process is one of the
most crucial processes in this industry today , and the onus of attracting and selecting the best talent
from the country rests on the recruitment team. Not only do they have to ensure quality, they have to
constantly innovate ways to strength , full proof , and better their procedures ,thus introducing the
best practices in the industry today. Just recruitment is not enough as after recruitment is is imperative
to retain the talent in the company and therefore other HRM practices like performance appraisal,
reward system etc are the benchmarks. Also, Subhash C. Kundu and DivyaMalhan (2009) proved that
both multinational and Indian insurance companies have to significantly improve their practices
regarding performance appraisal, training and financial benefits, and hr planning and recruitment.
Although the Indian companies scored better but still there are many things that have to be more
emphasized. The organizations may feel complacent regarding these practices due to the labor surplus
economy of India. Organizations must enrich the HR practices, such as performance appraisal in
terms of service delivery, service oriented training programs, and service performance based financial
and other benefits. Service organizations should plan to attract employees having a service attitude
and orientation. The authors have tried to search out the HRM practices that are practiced the most in
the insurance companies and their effect on the tacit knowledge sharing of the employees.
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B. Paper entitled Role of HRM practices and KM tools in transfer of tacit knowledge of internal
customers: Evidence from banking industry will be communicated to some international journal
(yet to find) for publications. Abstract for the same is:
Tacit knowledge transfer remains one of the most allusive aspects of knowledge management (KM)
efforts today (Brenda C. Ledford, 2008).According to Mohammad Safari Kahreh, Heidar Ahmadi and
Asgar Hashemi (2011) employees empowerment facilitates the creation of an integrated quality
environment, where superior products and services become practical. In order to increase
effectiveness in the banking industry, management must become active in empowering their
employees. This is done by sharing information, creating autonomy, and establishing self-directed
teams. It is already analyzed by Wanjun Deng, Wei Shan and Fajie Wei (2010) that tacit knowledge
transfer more happens to the employees with chose friendship, similar working age, different
education levels and high position. Position has a positive function on knowledge provider's
importance. Staff with an extroverted disposition and a short working age learns from more persons.
The challenging aspect of knowledge management which is addressed in this research paper is the
overarching question of the role of various HRM practices and KM tools in transfer of tacit
knowledge of internal customers of various banks. The authors have further fuelled the more HR
practices other than the practices of the existing literature review that create conducive environment
for employees for the transfer of their knowledge.
C. Literature Review : Following literature review is done for the research papers
1. Chee-Yang Fong et al. (2011), emphasizes on the association between human resource
management (HRM) practices and knowledge sharing behavior. The results indicated that
recruitment and selection, teamwork, training and development, and performance appraisal,
showed a positive relationship with knowledge sharing, as perceived by the managers in the
Malaysian manufacturing and service organizations.
2. Silva et al. (2008) investigates that mentoring is becoming ever more effective as a means to
facilitate knowledge creation and sharing and build intellectual capital. It is suggested that
informal mentoring is highly correlated with KM; whereby the more employees practice
mentoring willingly the more knowledge will be shared, preserved, and used within the
organization. However, formal mentoring is supported less. The results also indicated that
management should be highly supportive of informal mentoring as a means to capture and retain
organizational knowledge.
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3. Carla Curado (2008) analyzes the link between the perceptions of knowledge management and
intellectual capital in the banking industry. The final aim of the paper is to identify the relevancy
and perceived value of knowledge management strategies (exploitation and exploration) and
intellectual capital components (human capital, internal structures and external structures) in the
banks.
4. Ahmed et al. (2006) reported that KMS could be of most significance for enhancing the
organizations performance and led them to better position in todays competitive environment.
These benefits are fundamental issues related to different encouragements in KMS
implementation such as better decision-making, improving the customer relationship and
management, create new value through new services (innovations), and creating additional
businesses.
5. Geoffrey Chivers (2011) contended that HRM practices are important tools in harnessing corecompetencies, and performance of organizations. It is proved by evidence that experienced traders
in investment banks based in London learned by informal methods and this informal learning was
ad hoc, poorly recorded, and limited in scope. HRD professionals were almost entirely concerned
with organizing formal training courses, and had little knowledge of, or involvement with,
informal learning by traders.
6. A.S. Seleim and Omar E.M. Khalil (2011) analyzed that the knowledge management (KM) and
intellectual capital (IC) are believed to influence each other, and the relationship between the two
constructs is of vital importance to organizational effectiveness. The analysis revealed three
patterns of relationships between KM and IC: one-way influence from KM to IC (e.g. knowledge
application influences each of human capital, organizational capital, and relational capital; one-
way influence from IC to KM (e.g. human capital influences knowledge acquisition and
knowledge transfer); and two-way influence between KM and IC (e.g. between knowledge
documentation and organizational capital, between knowledge transfer and relational capital).
7. Knowledge is conceptualized as codified information including insight, interpretation, context,
experience, wisdom, and so forth (Thomas Davenport and Volpel, 2001), which enhances a firms
value and the achievement of its objectives, mission and vision. In an organization, job-related
knowledge is an essential element determining the career success of an employee, together with
her/his skills and ability.
8. Boxall and Purcell (2000) conclude that most firm HR strategies are created to suit environmental
contingencies, favoring HRM practices and knowledge sharing the best-fit model. However it
does not invalidate all best practice thinking.
9. In general, the HRM practices deployed by organizations are staffing i.e. HR planning,
recruitment and selection; HR development i.e. training, development and career planning and
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development; compensation i.e. direct and indirect financial compensation and nonfinancial
compensation; safety and health; and employee and labor relations (Mondy, 2010).
10. The work of Wright et al. (2001) suggested that HRM practices enable the shaping of employees
skills, abilities, values, belief, attitudes and behaviors through hiring, socializing and developing a
firms pool of human. HRM practices formed the basis of dynamic capability, knowledge
management and intellectual capital, leading to the achievement of core competencies.
11. Knowledge is generated and resides in the mind of employees (Alavi and Leidner, 1999), and will
contribute little to the firm if it is not widely shared among the organizational members. It is even
more detrimental to the firm if knowledgeable employees leave the firm, following better
opportunities offered by other firms. This results in a brain drain, with the employees taking
their knowledge with them.
12. According to Hsu and Shen (2005), tacit knowledge should not be seen as independent of explicitknowledge, as the sharing of explicit knowledge must rely on the tacit knowledge of the receiver
for explicit knowledge to be understood and facilitate new knowledge creation.
13. Knowledge sharing is defined as the dissemination of information and knowledge through the
whole department and/or organization (Yang, 2004). Knowledge sharing should be encouraged
for firms to enjoy the synergistic effect of collective wisdom through the exchange of ideas and
information. Consequently, the capability to generate better ideas will enable the firm to create
and maintain long-run sustainable competitive advantage (Lin, 2007a) of the firms as it facilitates
the generation of new and better ideas, processes, products and services. Hence, knowledge
sharing acts as a mechanism that drives the formation of new knowledge and refinement of old
knowledge, as well as synthesis of more knowledge in the future. Knowledge sharing is
confirmed leading to improvement in innovation capability (Lin, 2007a), better performance in
business process enhancement and better product and service offering to customers.
D. Data Collection :data is collected for the research paper from 84 respondents from 13 banks
using questionnaire method
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Conclusion
There are various HRM practices but not all HRM practices enhance knowledge sharing; wrong HRM
practices can be harmful to knowledge sharing behavior (Currie and Kerrin, 2003). Therefore it is
imperative to know the HRM practice best suited for the organization and employees and implement it
in proper way to motivate knowledge sharing. As concluded, recruitment and creativity of employees
are those HRM practices that are not much taken care in the banks, it is suggested that banks shouldfocus on these practices as recruiting right candidate at right time may benefits the organization in a
large extent. It is also revealed that respondents are clear in their mind for the importance of selective
hiring, training, work environment, performance appraisal, reward system and pay system in knowledge
sharing. This also underscored by Cabrera and Cabrera (2005) that there are certain HRM practices that
are found to be effective in encouraging knowledge sharing behavior, e.g. staffing, training and
development, performance appraisal and compensation in line with the motivation theory by Robbins
and DeCenzo (2008) emphasizing that compensation and reward reinforce the motivation for improved
individual performance by employees. The authors also suggested that along with formal and informal
mentoring, job rotation should be designed and rewarded within the organization. This will help the
employees to be more effective and efficient in their work. Murray and Owen (1991) and Ehrich (1999)
also identify several benefits of mentoring including increased productivity, increased commitment,
improved recruitment efforts, improved communication (that will help in tacit knowledge sharing), cost
effectiveness, improvement in strategic and succession planning and the development of skill and
knowledge of mentees necessary for carrying out the role. The results of this study strongly support that
database, web base and e-portals are the best tools for sharing knowledge in banks; although after
action reports also contribute in this. But artificial Intelligence and expert system are the least used tools
although Aastha Dogra (2011) asserted that banks rely on intelligent software for data validation
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Appendix1. Questionnaire for paper entitled Role of HRM practices and KM tools in transfer of tacit
knowledge of internal customers: Evidence from banking industry