INTRODUCTION:

According to Scarbrough and Swan (2001), one of the managerial solutions to the empirical developments related to globalisation and post-industrialism is the rise and expansion of knowledge management. Many academics have argued that there is a missing connection between HRM practises and organisational outcomes, including Hitt and Denishi (2003), Morrow and McElroy (2001), and Moynihan et al. (2001). According to Marr and Schiuma (2001), knowledge management is considered as an important key for acquiring, expanding, and maintaining intellectual capital in organisations.

According to Uma (2014), Human resource practices (HR practices) are the main way businesses may influence and shape people's abilities, perspectives, and actions so they can do their jobs and accomplish organisational objectives (Collins and Smith 2006). The organization is the sole responsible for having a favorable conditions to employees to use their knowledge by using a good way of Human resource practices which is starts from job design to recruitment and selection, training and development and performance appraisal with rewards and recognition and compensation. According to Marr and Schiuma (2001), knowledge management is the key activity for acquiring, expanding, and maintaining as well as sharing knowledge in organizations. The data triangle serves as the foundation for the word "knowledge" employed in organizational contexts.

Data: Unorganized, unprocessed facts that are in their raw form are referred to as data.

Information: Information is a collection of facts that have been organized and that have significant meaning for the user.

Knowledge: The term "knowledge" refers to information that has been gained and amassed over a considerable period of time via various methods of experience learning.

The capture of the two categories of knowledge mentioned above is a major area of effort for organizations today. Knowledge management refers to a collection of activities that involve the production, acquisition, and sharing of knowledge. These days, organizations are paying a lot more attention to this area of research as they recognize the value and potential of knowledge capture.

There are two different kinds of knowledge: implicit and explicit. People have information they hold in tacit form, which is tough for us to access. Contrarily, explicit knowledge is what is recorded or codified and is easily transmitted to others. Explicit knowledge includes methods, protocols, diaries, manuals, drawings, or any other similar artifacts. Many times, we are unaware of the knowledge we already have or how valuable it could be if we shared it with others. Tactic information is mostly transferred through close relationships and trust, yet this is seen as significant since it provides a useful input for inventions.

The main aim of this research is to examine how the knowledge management and Human Resource practices are related. The research makes an effort to comprehend how it is applied within an organisation. Additionally makes an effort to comprehend how knowledge is used in various HRM functions.

KM in Organization:

Nowadays, the tacit and explicit forms of knowledge are equally important for an organization to capture information. Knowledge management is the acquisition and use of resources to create an environment in which information is accessible to individuals and in which individuals acquire, share, and use that information to develop their own knowledge and are encouraged and enabled to apply their knowledge for the benefit of the organisation by Prachi, Shilpi and Komal (2014). Organisations have to realize the value and significance of knowledge capture, which has increased the emphasis and attention on this stream.

Roots of knowledge capture in organization:

Innovation and Intellectual Property:

Any creative idea or concept on which the owner or creator has sole control or copyright is considered to be intellectual property (IP). IP is mostly obtained via filing a patent application or a disclosure. Organisations strongly promote the filing of patents since they work as a veritable gold mine of ideas that may subsequently be turned into products by these organisations. Each year, a large number of the world's top companies, like IBM, Microsoft, etc., submit hundreds of patents. Based on the inventiveness of the concept, the idea's commercial worth to the organisation, and support for the organization's current business and product line, these patents are filed by organisations. In an effort to foster an inventive culture inside the company, several organisations provide substantial financial incentives to staff who submit patent applications. According to Monalisha and Sunil (2017) many organisations regularly hold innovation competitions in an effort to spread the innovative culture. Innovation is the primary differentiating feature for an organisation in the current competitive environment.

The majority of these businesses provide their staff time each day as part of their routine tasks to concentrate on creative ideas. For the use and reference of its staff, the organisations track and record the specifics of the patent applications that they make. There are some ideas or concept which cannot be patented for some reason but can be noted down in white paper which may be internally achieved for future references. Therefore, the two main methods used by organisations to capture knowledge are patents and white papers.

Business Transformation/Merger and Acquisition: Business Transformation/Merger and Acquisition: Business transformation entails a significant adjustment to an organization's business strategy in order to better adapt to changing market conditions. An organization can accomplish this in one of the following ways:

1) Modifying the current product line

2) Adding or removing items from the current product line

3) Engaging competitors with the organization to make an effort to eliminate competition or introduce new product lines. This is known as acquisition, and it is now a typical occurrence for modern organisations. Merging the acquired organisation with the parent organization's procedures and practises is known as merging after it has been acquired (Shikha, Puja, P.Sivakumar 2018). The parent organisation obtains access to a plethora of knowledge about the operations and procedures of the acquired organisation during mergers and acquisitions. To record the many process-related features, financial aspects, and different sorts of transitions needed to integrate the acquired firm with the parent company, specialised documentation teams and market research organisations are recruited. To be used as a reference in the future, these merger and acquisition paperwork are kept in a centralised repository so that it can be use as cases in the context of academic purpose.

Knowledge based system:

The organization which mainly focuses on knowledge-based systems uses additional source of data capture through artificial intelligence and with expert system. Artificial intelligence is an effort to replicate the skills of a human expert by artificially imbuing intelligence into a machine or computer through programming. This is frequently employed in fields where the skill or knowledge is extremely constrained. As well as these system are thoroughly designed utilising a variety of methodologies so that they may subsequently act as consultants for the organisations. Even though developing such systems is an expensive endeavour for organisations, many embark into such efforts due to their long-term advantages and potential returns on investment (Bhamray, et al. 2019)

Techniques for Knowledge Management Employed by Organisations

This section will explain how organisations often employ knowledge management approaches.

1) Knowledge Repositories/Knowledge Management Systems: The main purpose is to store the data, facts and information in a way that can be easily transferred for its ultimate use and for future reference for the employees and the organization too. According to the role and work of employees, control is given, which limits the kind of access for certain groups of workforce, is used to control access to these repositories. Many of these repositories will also give staff members the chance to rate and comment on the artefacts. Even the organization are having the committee for validating and checking of this facts, data and artefacts about their authenticity which is normally for future reference by submitting to this repositories by Vijaya and Upasana (2018).

2) Communities of Knowledge:

The majority of businesses maintain knowledge communities to preserve information about their numerous product lines and technology. These communities will not only serve as a repository for the different knowledge artefacts, but they will also provide a platform for staff members and occasionally members of the general public to ask questions about those goods and technologies. These online groups and discussion boards significantly contribute to the archiving and dissemination of information inside and outside of organisations. One such forum is IBM Developer that basically manages the knowledge and facts also respond to inquiries from the general public on its products (Pratibha 2016).

3) Knowledge Sharing Sessions:

In the majority of organisations, knowledge sharing sessions are a standard practise. This is done primarily to spread information or expertise throughout the organization's numerous technology streams. The specialists in the different streams lead these seminars. These meetings are captured on tape and stored in the knowledge repositories for later use or reference. Some organisations even post these recordings to YouTube so that the general public can benefit from them.

4) Mentoring:

In an organization it’s very important when one expertise share and pass on its knowledge that needs it and may be like the skill sharing. There may be mentorship on a variety of topics, including hard expertise similar to interaction, time management, and managing a work-life balance as well as soft expertise like product, technology, etc. Most businesses promote mentoring as a way to improve the skills of their staff members. Many companies provide specialised intranet sites that enable their employees to find mentors in the field of their choice. The mentor and mentee will not suffer any consequences or losses if the mentoring connection is terminated at any time (M. Nisha, S. Poongavanam, 2017).

5) Knowledge Centric Support (KCS):

Another methodology is knowledge centric support, as well as a collection of procedures and practises, that emphasises knowledge as a crucial resource for customer and technical support of organisations. The Consortium for Service Innovation, a non-profit coalition of assisting organisations, started development in 1992. Its foundation is the collection, organisation, and reuse of technical support information.

The main aim of KCS is to create content as a by-product of resolving issues, which is more often known as the incident management process and the problem management process inside the information technology infrastructure library (ITIL). When support analysts gather information about any problem, which produce the facts and information (knowledge) that can be applied by other support analysts and clients who have access to a self-service knowledge base.

Evolve content to consumption and demand. Before disseminating knowledge to a client, the knowledge base must be evaluated as individuals engage with it during the incident management process. If there is a need to update or improve the information, it must be done right away, or if no one has access authority to the knowledge, it must be flagged for someone else to update (Deshmukh 2012). Eventually the knowledge can be evolving in just-in time for demand as a substitute of just in case method. As a result, knowledge management is less expensive.

Develop a knowledge base for the organisation that reflects the collective experience to date. An experience that comes from a single encounter is new knowledge acquisition inside the incident management process. The information has not been confirmed or authenticated after the original event. The original information, also known as draught knowledge, is thus not as trustworthy in this condition. Until the level of confidence rises, it is not utilised again. The information will eventually be labelled as reliable and either authorised for internal usage or made publicly available for self-service. The knowledge base used by the KCS technique contains knowledge that is at various levels of visibility and trust. We may draw the conclusion that every piece of knowledge in a knowledge base needs to be flawless, verified, and extremely reliable.

Reward improvement, cooperation, sharing, and learning. The culture of the organisation needs to alter in order to appreciate people for the knowledge they provide to making it more valuable and competent.

Integration of HR Function and KM:

Competent human resources may create a proper knowledge management system. Knowledge management is designed to resolve the actual issues of an organization based on the valuable information. It is more crucial to determine the issues and how to fix them than to choose the tools to do so. According to academics, human resource management (HRM) concern with starting from recruitment and selection to induction with training and development to performance management, rewards, recognition and compensation as well include an establishment of learning culture which is important for the organisation with regards to knowledge management.

Companies need innovative individuals like more adaptable, risk-takers, and tolerant of ambiguity and uncertainty when they create and launch new products, processes, and/or administrative practices (Chen and Huang, 2007). To the fullest extent possible, knowledge should be shared among the staff members. According to Currie and Kerrin (2003), the traditional method of recruitment and selection prevent the transfer of knowledge between groups and department with refer to functional principle. An organisation of uniqueness may be simply built in a stimulating atmosphere where all the employees connect with each other about their knowledge, skills, and capacities (B. K. Punia, Naval Garg, 2014). It is necessary to choose candidates who have a pro-knowledge-sharing mindset in order to boost business performance. Evans (2003) makes the case for changing the interview and selection procedures to include evidence-gathering about people's knowledge-building practises. A good match between new hires and the organization's knowledge culture is referred in several researches. Therefore the selection of new employees and the organizational culture must be congruence and hence make a fit an organizational human resource management with the knowledge management.

Continuous professional growth is regarded as being crucial for professionals and knowledge workers, according to Robertson and Hammesley (2000). Employees must continually be informed of changes in their particular disciplines and professions for which they need to engage in the work that allows them to improve their and organizational growth. The conversion of tacit knowledge to explicit is equally important for the organization through the training and development initiatives. Emphasising the principle of converting tacit to explicit knowledge can help to increase employee knowledge, skills, competences, and attitudes. Training aids in the acquisition of information, skills, and abilities that aid in the invention of goods, manufacturing methods, and management techniques.

Traditional incentive systems, according to Zárraga and Bonache (2003), favour individuals who create over those who don't who exchange. According to Evans (2003), there are differing opinions on whether organisations should use sole compensations to promote knowledge creation and sharing. Many knowledge workers find that having free time to work is just as stimulating as monetary rewards, on initiatives that advance knowledge, attend conferences, or invest time in worthwhile endeavours (Evans 2003; Depres and Hiltrop 1995). To encourage workers to take risks, create profitable new goods, and come up with fresher ideas, incentive systems offer money, promotions, and other forms of recognition.

According to Evans (2003, the organization need to have a sound performance management system that incorporate the knowledge management for achieving the objectives. According to Swart and Kinnie (2003), one of the key elements in integrating knowledge inside the business was a long-term developmental focus on performance management. According to Evans (2003), performance management has to take into account the many ways that people give knowledge. Managers must take into account knowledge growth, information exchange, and knowledge re-uses (Edvardsson, 2003).

Knowledge should be handled in a way that fosters a culture where the organization's rules and processes are in line with its goal and ethical stance. For benefit of the organization, one of the important is to create a culture for sharing of information. According to Evan 2003, the managers of the organization are the responsible for creating and sharing of knowledge. It is necessary to have a positive culture where knowledge is always accessible and unfiltered when it is needed. Employees must always be encouraged and motivated in order to foster an atmosphere of information sharing and establish a culture around it. To retain the knowledge culture that has been introduced, a constant screening and gratifying technique, or some form of recognition or affiliation, is needed. From the standpoint of knowledge generation and sharing, an encouraging, cooperative organisational culture is crucial (Iles et al. 2001). This must be emphasised in all aspects of human resource management, including hiring, selecting employees, providing them with training, paying them a salary, evaluating their performance, etc. There should be constant "give and take" of information. So that knowledge is shared, created, calculated, and strengthened in everyone rather than remaining static in the minds of a select few. It is necessary to improve the organization's culture and implement updated human resources procedures in order to effect this transformation. The most crucial thing for HR to do is to create a culture where everyday learning practise is appreciated, expected, and sustained with giving people the time, space, and resources (like information centres, specialised learning labs, and virtual universities) to learn in addition to rewarding those who share and learn. According to Edvardsson, 2003 the informal gatherings can enhance knowledge exchange and fresh idea development in an environment where they are encouraged. Relaxing the regulations and allowing workers to interact may promote constructive conversations that lead to the resolution of challenging issues. When knowledge, concepts, and experiences from other minds collide, it may be simple to identify the solutions.

When it comes to information creation and dissemination, technology is crucial. As a result, it may be regarded as a crucial component of knowledge management. To enhance, keep up with, and control the usage of technology associated to knowledge generation, a strategic strategy is needed. An issue associated with an overreliance on technology may result in the underutilization of tacit knowledge. The usage of technology in today's society limits social interactions, and face-to-face interactions are steadily vanishing. Thus, it is discovered that technology has also had an impact on how knowledge is created, stored, and shared. Concerns around confidentiality and privacy have been raised as a result.

The previous paragraphs have shown beyond a shadow of a doubt how tightly intertwined knowledge management and human resource management activities are. The organization's performance is correlated with how well information is used inside the organisation. Gain from competition is attainable when information is shared and used correctly.

CONCLUSION:

The human resource functions should be properly planned so that knowledge elements are taken care of in order for knowledge to be created, stored, and distributed in an organisation successfully. Candidates should be open to adjusting to a culture of sharing and constant learning and updating of information, skills, and abilities during the recruiting and selection process. Many companies today believe that continuous and open evaluation of performance is necessary. Regular comments should serve as inspiration for them to advance. More rewards should be given to those that performed well in order to increase their knowledge, expand their skills, or come up with new ideas. To become a new and useful feature for the future, the original ideas generated must be shared. They may achieve the pinnacles of achievement with just and motivating incentives, both monetary and non-monetary. Training and development initiatives aid in enhancing and advancing the present knowledge, talents, and skills. These will give the organisation a competitive advantage. Even some companies like TCS, INFOSYS etc, consider an additional crucial need for the efficient use of knowledge management is the support and serious direction provided by top level management as well as the tasks of human resource management should blend nicely with the broad role of knowledge facilitators. They play a crucial role in the company's effort to develop knowledge employees. The development and use of intellectual capital are essential for gaining a competitive edge. A strong intellectual capital may be created by managing knowledge well, which will be helpful for gaining an advantage over rival businesses. Aside from having a positive culture, an organisation can become a knowledge-driven organisation by using updated technologies, effective communication, and policies that support its employees. According to Minbaeva (2005), HRM practises are a collection of procedures utilized by organisations to deal with their human resources by promoting the expansion of firm-specific abilities, multifaceted societal interactions, and organisational knowledge to maintain competitive advantage. Most companies recognise knowledge management as a crucial support function. Numerous coveted positions, including Chief Knowledge Officer and Knowledge Manager, have developed as a result of this. However, many sectors, including academia, are unaware of the significance of this area. Organisations should put more effort into promoting this field within their ecosystem and raising public awareness of its significance. Information and communication technologies are proliferating, organisations are becoming more complex, and the knowledge economy is growing. Nonaka and Takeuchi (1995) developed a virtual and global creation model that is now widely used in Japanese businesses.

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Received on 26.05.2023 Modified on 30.07.2023

Res. J. Humanities and Social Sciences. 2023; 14(4):191-196.

DOI: 10.52711/2321-5828.2023.00039