Chapter 9: Aligning HR and KM Practices


Overview

By now you will, hopefully, have had an opportunity to reflect on how influential a role HR can play in helping to build the organisation’s capabilities in the area of managing knowledge. The earlier chapters have looked at the various roles and responsibilities associated with building a knowledge-centric culture, including the role of the HR function itself.

One of the themes that emerged in the earlier chapters is the importance of ensuring that managing knowledge becomes an integral part of day-to-day organisational life, rather than it being a separate managing activity, or initiative. The endpoint is to move people away from thinking ‘I need to do some knowledge management now’ to a point where they automatically consider the implications for the organisation’s knowledge, and their own, of the decisions, actions and projects that they are involved in.

This chapter looks at some of the ways in which HR can revise its own systems and practices to ensure that they have a knowledge focus and reinforce the organisation’s overall knowledge management goals. Given that there are so many interdependencies amongst HR practices it is important to adopt a systems perspective, ensuring that each HR practice complements the other from a knowledge management perspective.




Managing the Knowledge - HR's Strategic Role
Managing for Knowledge: HRs Strategic Role
ISBN: 0750655666
EAN: 2147483647
Year: 2003
Pages: 175

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