Pallavi Padhy, Madhusmita Dash
email@example.com , firstname.lastname@example.org
Pallavi Padhy1, Dr. Madhusmita Dash2
1Research Scholar at Siksha O Anusadhan Deemed to be University, Bhubaneswar, Odisha, India.
2Associate Professor at Siksha O Anusadhan Deemed to be University, Bhubaneswar, Odisha, India.
Volume - 13,
Issue - 4,
Year - 2022
For organization to have a wholesome improvement in knowledge management can be determined through one of the important factor, that is training and development. To know how actually this training and development effects knowledge management, a sample of commercial Banks is taken in the district of Khorda, Odisha.As a result, 195 employees from 10 Licensed Commercial Banks (LCBs) branches in Khorda District filled out open-ended questionnaires. As a result, this analysis took a quantitative approach. Descriptive correlative approach is used to evaluate it and on the basis of method's purpose. So, this study's sampling frame work was created using the stratified sampling process. To obtain informative and inferential statistics, univariate and multivariate technique has been used for evaluation of data. According to this, findings revealed that selected commercial banks in Khorda District have high levels of training and development and knowledge management, which has a major positive effect on knowledge management. The study's results have many significant consequences for bank executives and decision-makers. With the help of this study, it may fulfil the space in the literature of management regarding knowledge through training and development significant practical implications.
Cite this article:
Pallavi Padhy, Madhusmita Dash. The Influence of Training and Development on Knowledge Management. Research Journal of Humanities and Social Sciences. 2022; 13(4):242-6. doi: 10.52711/2321-5828.2022.00037
Pallavi Padhy, Madhusmita Dash. The Influence of Training and Development on Knowledge Management. Research Journal of Humanities and Social Sciences. 2022; 13(4):242-6. doi: 10.52711/2321-5828.2022.00037 Available on: https://rjhssonline.com/AbstractView.aspx?PID=2022-13-4-3
1. Al-Hawary, S. I. S., “Human resource management practices as a success factor of knowledge management implementation at health care sector in Jordan”, International Journal of Business and Social Science.2015, 6(11), 83-98.
2. Shaili Vasant Gala. An Empirical Study of Arts and Commerce Degree Colleges of Mumbai with respect to Knowledge Management Practices. Asian Journal of Management.2018, 9(1):611-618.
3. Geetanjali P, Suhira Pandurang Madkaikar. A Study on Knowledge Management Practices in Hotel Industry. Asian Journal of Management. 2020, 11(2), 133-138.
4. Lendzion, J.P., “Human resource management in the system of organizational knowledge management”, Procedia Manufacturing.2015, 3, 674-680.
5. Sumit Banerjee. A Descriptive Study on Employees' Perception on Training and Development Practices Carried by Bank of Baroda. Asian Journal of Management.2021, 12(1):67-72.
6. Rashed, M.S., “The readiness of banks in knowledge management: A study of three private commercial banks in Bangladesh, ” Journal of Business and Finance Affairs. 2016, 5(2), 181. doi:10.4172/2167-0234.1000181.
7. Shilpa Jain, Nitya Khurana. Enhancing Employee Engagement Through Training and Development. Asian J. Management.2017, 8(1):01-06.
8. Jimenez-Jimenez, D., and Sanz-Valle, R., “Studying the effect of HRM practices on the knowledge management process”, Personnel Review.2012, 42(1), 28–49.
9. Rama Kumar P.B. The Impact of Training and Development on Employees Performance and Productivity: a case study of Granules Omnichem Pvt. Ltd. Visakhapatnam. Asian Journal of Management. 2020, 11 (2):174-180.
10. Foss, N.J, Minbaeva, D.B., Pedersen, T., and Reinholt, M., “Encouraging knowledge sharing among employees: How job design matters”, Human Resource Management. 2009, 48(9), 871-893.
11. Ozbebek, A., and Toplu, E.K., “Empowered employees’ knowledge sharing behaviour”, International Journal of Business and Management Studies. 2011, 3(2), 69-76.
12. Yin, Y., “Employee empowerment practices and knowledge transfer: The role of individual-level mechanisms”, 6 Human Resource Management Competitive Session, Macquarie University.2016, 1-18.
13. Cabrera, E., and Cabrera, A., “Fostering knowledge sharing through people management practices”, International Journal of Human Resource Management. 2005, 16 (5), 720-735.
14. Fong, C. Y., Ooi, K. B., Tan, B. I., Lee, V. H., and Chong, A.Y., “HRM practices and knowledge sharing: An empirical study. International Journal of Manpower. 2016, 32(5/6), 704-723.
15. Usrof, H. J.H., and Elmorsey, R. M., “Relationship between HRM and TQM and its influence on organizational sustainability, International Journal of Academic Research in Accounting”, Finance and Management Sciences.2016, 6(2), 21–33.
16. Hasani, K., and Sheikhesmaeili, S., “Knowledge management and employee empowerment: A study of higher education institutions”, Kybernetes.2016, 45(2), 337-355.
17. P.M. Manoharan Pillai. Recent Trends of Knowledge Management in Library and Information Science. Asian J. Management.2011, 2(2), page 49-50.
18. Ravanpykar, Y., Fyzi, J., and Pashazadh, Y., “Examine the relationship between knowledge management with organizational learning and employee empowerment in national companies of south oil producing”, Indian Journal of Science Research.2014, 5(1), 284-295.
19. Brijendra Kumar, R N Malviya. Impact of Knowledge Management in Academic Libraries: An Overview. Asian Journal of Management. 2022, 13(2):151-4.
20. Shachi Pathak, Sanjeev Swami, Shalini Nigam. Individuals Factors Affecting Knowledge Sharing and Performance in Higher Education: An Empirical Study of B-Schools. Int. J. Ad. Social Sciences.2018, 6(1):65-71.
21. Sunita. Application of Knowledge Management in Library and Information Centre. Research J. Humanities and Social Sciences. 2013, 4(4), 519-522.
22. Ahmadi, S.A.A., Daraei, M.R., Khodaie, B., and Salamzadeh, Y., “Structural equations modelling of relationship between psychological empowerment and knowledge management practices: A case study of social security organization staffs of Ardabil province”, Iran, International Business Management.2012, 6(1), 8-16.
23. Shongwe, M. M., “An analysis of knowledge management lifecycle frameworks: Towards a unified framework”, The Electronic Journal of Knowledge Management. 2016, 14 (3), 140-153.
24. Opatha, H. H. D. N. P., “Human Resource Management: Personnel.” Colombo: Department of HRM, University of Jayewardenepura, 2009.
25. Uma M.H. Integration of KM and HRM, It’s Impact on Organizational Performance. Asian J. Management. 2014, 5(4), 443-450.
26. Indumathi. N., “Total quality management impact on HRM functions”, International Journal of Science Technology and Management.2016, 5(10), 70-79.
27. Noe, R.A., Hollenbeck, J.R., Gerthart, B., and Wrighy, P.M., “Human resource management: Gaining a competitive advantage (6th ed.)”, New York Mcgraw-Hill Irwin, 2008.
28. Gamage, A.S., “The role of human resource management in developing tourism industry in Sri Lanka: A proposed conceptual framework”, Sri Lankan Journal of Human Resource Management. 2016, 6(1), 63-73.
29. Figueiredo, E., Pais, L., Monteiro, S., and Mónico, L., “Human resource management impact on knowledge management”, Journal of Service Theory and Practice.2016, 26(4), 497 – 528.
30. Boadu, F., Dwomo-Fokuo, E., Boakye, J. K., and Kwaning, C. O., “Training and development: A tool for employee performance in the district assemblies in Ghana”, International Journal of Education and Research. 2014, 2(5), 130-146.