The Influence of Training and Development on Knowledge Management
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.
ABSTRACT:
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.
KEYWORDS: Knowledge Management, Training and Development, Ability Motivation Opportunity Theory.
I. INTRODUCTION
As today the information and communication technology has been approaching rapidly, that increases globalisation, as well as demand of technological changes, which directly complicated the present Business environment situation. In order to succeed, conventional business models must adapt to the changing business climate, which necessitates a greater emphasis on knowledge management (KM) within organisations (Al-Hawary, 2015)1. Awareness is now considered a force in the global economy, and it provides companies with a competitive advantage.
This competitive advantage is achieved by using all available knowledge and data, as well as harnessing people's talents, ideas, and commitments and motivations. As of now KM is playing a major role in all sector of organization (Shaili, 2018)2. HRM should concentrate people's talents, abilities, and creativity in the organisation; while KM focuses the organization's established expertise to build a competitive advantage for the organization's performance Human activities include knowledge development and sharing, as well as human resource management (HRM).With contrast to Geetanjali and Madkaikar3 (2020), employees need to learn and share the knowledge in order to achieve organizational goal.For knowledge management system (KMS), employees are considered as foundation as they implement the practices related to knowledge recognition, development, acquisition, purification, protection, and transfer Lendzion4(2015).
In management theory, knowledge management (KM) is a well-known term which has been accomplished in many fields like business production, managing administrative, industrial sector, medical interventions, and research studies (Al-Hawary, 2015). As a result, the aim of this study was to look into the implementation of knowledge management in the banking sector in Odisha. Odisha's financial sector, especially the banking sector, has undergone significant changes in recent years. Some of the important factors that affected banking include competition in providing loans, customer’s deposits and will come up with new technologies to operate easily by customers and bank staffs. In order to respond to these developments, banks have developed a need for knowledge management. With contrast to this bank sector, training is much required to the employees to cope with the changes of modern technology through the knowledge management Sumit5(2021). According to Rashed6 (2016) , the implementations of KM has effectively offered banks with a variety of interrelated and multifaceted benefits, allowing them to better utilise their resources, such as knowledge activities performance, process performance, employee performance, market performance, and organisational performance, all of which have an impact on organisational performance. As a result, they must train knowledge staff and provide learning opportunities to develop employee engagement and to meet goals (Shilpa and Nitya, 2017)7.
According to AI-Hawary, 2015 the knowledge is based on the organization’s personnel and its management of human resources which manages the knowledge that focuses the issues of recruitment and selection then leads to training and development which is followed by performance appraisal and providing them incentives and rewards within the organization. HRM plays an important role in KM as a success factor, according to some previous studies (Jimenez and Valle, 2012)8. Gradually training is most important sub system of HRM which helps in organizational development (Rama, 2020)9. Even recently in the last few years, knowledge management has become one of the most rapidly growing areas of research in management. Even for developing the process of Knowledge Management it depends on some of the issues of HRM practices. Even there is a one-sided effect has been found on the knowledge management by HRM practices. Mostly some of it barely depend on one of the practices of HRM (Foss, Minbaeva, Pedersen, and Reinholt10, 2009; Ozbebek and Toplu11, 2011; Yin12, 2016) or a single method of KM, primarily sharing of knowledge (Cabrera and Cabrera13, 2005; Fong, Ooi, TanLee and Chong14, 2011).With regarding to this context, in Odisha, a very few research had been done with respect to knowledge Management with other management concept and very rare about the training and development as one of the successful aspect to be consider. The impact of training and development on knowledge management has been mainly focused in this research by taking some of the banks of Khorda district of Odisha.
II. SYSTEM MODEL:
The study's main goal was to see whether training and development had any impact on knowledge management in a few commercial banks in Khorda. There is no such empirical research on the impact of training and development on knowledge management has been done properly. As a result, the researcher created the study's conceptual model based on proposed models for these two principles, observational observations from different scholars, and theoretical perspectives. In line with the empirical results and AMO theory, the conceptual model for this analysis was derived from Usrof and Elmorsey's15 (2016) HRM activities model and Hasani and Sheikhesmaeili's16 KM model.
This study looks at the effects of training and development, as well as formation, acquisition, storage and sharing of knowledge as five KM dimensions. The following section goes through different meanings and examples pertaining to these two topics (Training and Development and Information Management), as well as the current interaction between these two concepts, as given by previous scholars in order to provide a thorough understanding of how to carry this out.
III. LITERATURE REVIEW:
Knowledge Management (KM):
Many scholars have proposed various explanations for KM, but there is no widely agreed concept of KM since multiple viewpoints related to KM could produce diverse measurements and context (AI-Hawary, 2015). Knowledge Management can be some method or activity for generating, obtaining, recording, exchanging, and using information to improve learning and success in organisations, regardless of where it exists. Knowledge management also consider some methods of identifying, recording, exchanging, disseminating, applying, and preserving information (PM Manoharan 2011)17. With reference to Ravanpykar, Fyzi, and Pashazadh18 in 2014, stated the process of Knowledge management as one of the mechanism by which organisations combine organisational learning, knowledge creation, and knowledge sharing in order to develop and use organisational and collective knowledge through it.According to Brijendra and Malviya19 (2022), Organization to have improved training centers with libraries for employees to meet operating effectiveness as well as ever increasing the demand of Information and technology in the field of knowledge Management. The employees of an organization should learn, develop and share the knowledge a core part of an organization to improve the performance (Shachi, Sanjeev and Shalini, 2018)20. KM can be characterised as any method or activity of generating, obtaining, preserving, exchanging, and using information, wherever it exists, to improve learning and efficiency in organisations, based on these explanations and meanings (Sunita 2013)21.
Previous authors have described the following dimensions of KM:
Individuals' participation in events that generate innovative information is referred as knowledge development (Ahmadi et al., 2012)22.
The degree to which people participate in practises that capture their information is referred as knowledge acquisition (Ahmadi et al., 2012).
Individuals' participation in events that exchange their information with others is referred as knowledge sharing (Ahmadi et al., 2012).
The act of identifying and codifying current information and know-how into corporate memory is known as knowledge storage (Shongwe, 2016)23.
The way in which individuals engage themselves through their knowledge and skills to complete their work is referred as knowledge application (Ahmadi et al., 2012)
The practices of Human resources management:
In management, HRM shows a significant part which influences organizations to considered necessary outcome where it can lead to a great extent to achieve goals. As a result, for the past few decades, HRM has been a major trend in management and market science. HRM has been described by many researchers as one of the biggest fact of organization to achieve its planned objectives. Even in HRM, one of the most important factors is to use individuals in such a effectual manner to obtain organisational goals. It is the characteristic of employees to handle company administration, with guidelines, practises, laws, as well as processes affecting workers (Opatha24, 2009). The theories and policies of HRM are very important to an organization which is used to support knowledge management in the organization (Uma25, 2014). HRM is described by Indumathi26 (2016) as the process of acquiring, creating, sustaining, and holding human relationships within an organisation in order to achieve its core purpose.
HRM applies to a variety of operations that deal with the employee’s side of the organisation, according to the meanings and examples given above. Noe, Hollenbeck, Gerthart, and Wrighy27 (2008) defined HRM that mainly points out the strategies, structures, procedures and implementations which affects employees' performance, approaches, and mind set behaviour; as well as it includes the planning of HR, recruitment process, selection of employees, employee induction programme, need of training and development, appraisal of performance and paying of performance also. With the help of Gamage28 (2016), many researchers found that the concept of Ability Motivation Opportunity theory, facilitate the HR practices with the Knowledge management and to determine how the training and development affects KM with respect of this theory.
The Model of Ability Motivation Opportunity Theory:
The model of Ability Motivation Opportunity is considered as one of the major implication of Human Resource on Knowledge Management by Figueiredo et al.29, 2016. According to Gamage (2016), the implementations of Human resource management are categorized with AMO model which involves enhancement of ability, motivation and opportunity. With the help of this theory, the process of recruitment and selection came under a way of ability checking then with the help of training and development gives the employees opportunity and their performance can be appraised and give in return with pay and reward that raise to opportunity for them.
According to Boadu, Dwomo-Fokuo, Boakye and Kwaning30(2014) stated that with respect to improve performance of the employees the training helps to aids in knowledge, skills, experience to achieve their individual goals and as well as organizational competitiveness. Moreover, development contributes the employees to understand that the level they are progressing presently from one state to another in a continuous process with gaining high competency, experience and skills.
IV. PROPOSED METHODOLOGY:
In this study, it has been discussed the methodology for evaluation of hypothesis through measures, sample, data collection and statistical tests. The aim of this research was to see how training and growth affected knowledge management in a few commercial banks in Khorda. As a result, training and progress are considered independent variables, while knowledge management is considered a dependent variable in this analysis.
H1: Knowledge management is significantly improved by training and development practices.
Fig 1- Research Model
In this research, shows that the scope of researcher inference with the study was modest since it did not disturb the usual flow of operations and was done in a dependable setting where objects and occurrences occur naturally in the workplace. In addition, the data were collected from the respondents at one time as it reflected that this study is a cross sectional in terms of time horizon. Individual workers from Khorda District's commercial banks served as the study's unit for analysis. As a result, the researcher examined the data gathered from individual bank employees. Quantitative methods are implemented to assess the impact of Training and Development on KM in selected commercial banks in Khorda District, since questionnaires of close ended types (restrict respondents' replies to response options stated on the questionnaire) and hypotheses are adopted. The measurement scales used in this study were used to create the constructs. For statistical testing, five point likert scales were used to consider the construct. Though in a positive way, all elements were presented. The questionnaire consists of two section; first section framed for demographic characteristics of respondents and second section were designed to gauge the respondent’s opinions on the study variable.
In this study, population of the sample included all employees of selected commercial banks in Khorda District. In Khorda District, there are 10 License Commercial Banks (LCBs) with 137 branches, but the researcher was unable to visit all of them. As a result, this study only collected data from the branches of 10 License commercial banks in the district of Khorda, whereas each Bank was embody with a single branch. For the analysis the solvin’s formula were used to verify the sample size. From the population of selected banks, stratified random sampling process was used and 200 people were randomly selected. However, the sample was reduced due to the removal of certain invalid questionnaires. A total of 195 people were included in the study. Only the questionnaire was used to collect data for the study. For reliability of the scales used in the questionnaire, Cronbach’s alpha technique is applied for analysis. Through the questionnaire, data were collected for interpretation and univariate and multivariate analysis (multiple regression analysis) were used for evaluation. In this study, multiple regression analysis is used for analysis the impact of training and development on Knowledge Management in banks.
V. SIMULATION/EXPERIMENTAL RESULTS:
The study shows that the Cronbach's alpha test results as well as descriptive statistics for the mean. Training and Development had a total alpha value of 0.801, while KM had a total alpha value of 0.771. Since the used scale's Cronbach's alpha value was greater than 0.70, the researcher can conclude that the scales have internal accuracy, implying that they are trustworthy.
Table-1. Descriptive statistics and test of Cronbach’s alpha result
Variable |
Dimension |
Mean |
Cronbach’s alpha value |
|
Independent |
Training and development |
4.31 |
0.801 |
|
Dependent |
Knowledge creation |
4.52 |
0.785 |
0.771 |
|
Knowledge acquisition |
4.62 |
0.832 |
|
|
Knowledge storage |
4.53 |
0.814 |
|
|
Knowledge sharing |
4.55 |
0.905 |
|
|
Knowledge application |
4.58 |
0.948 |
Training and creation have a mean value in the range of 3.5X.5.0 (X=4.35; X=4.38; X=4.36; X=4.33; X=4.34 respectively). As a result, it suggests that training and development activities in selected commercial banks in Khorda District were of a high standard. In addition, the mean values of each KM dimension in terms of knowledge production, knowledge acquisition, knowledge storage, knowledge exchange, and knowledge implementation (X=4.52; X=4.62, X=4.53; X=4.55; X=4.58, respectively) fall within the range of 3.5X.5.0. As a result of these findings, selected commercial banks in Khorda District have high levels of knowledge formation, knowledge acquisition, knowledge storage, knowledge sharing, and knowledge application.
The hypotheses were tested using multiple regression analysis. It's a valuable method for examining the relationship between a single dependent variable and a number of independent variables (Al-Hawary, 2015)
Table-2. Summary of multiple regression analysis
Model |
R |
R2 |
Adjusted R2 |
F |
P value |
1. |
0.716 |
0.512 |
0.502 |
40.204 |
0.000 |
The dependent variable in this model is knowledge management, while the independent variables are training and development. And it is found that there is statistically significant (F=40.204; R2 =0.514; P=0.000), as shown in table of multiple regression analysis. The F-statistic (F=40.204) was important at the 5% level (p0.05), indicating that the proposed model was adequate. The R2 is 0.512, indicating that training and growth can explain 51.4 percent of the variation in KM. The model fitted well and shows a good link between Training and development with knowledge management.
Table-3. Regression analysis result of training and development with knowledge management
|
Independent variables |
Value of β |
value of t |
Value of P |
Hypothesis is supported or not |
|
(constant) |
1.695 |
7.661 |
0.00 |
|
H1 |
Training and development |
0.126 |
3.905 |
0.00 |
Supported |
From the regression analysis it has showed that there a significant positive relation of training and development on knowledge management with p value less than 0.05, β value is 0.126.
It has been shows that all programmes of training and development have positive effect on knowledge flow within the organization by increasing capabilities of employees and staffs by social interactions and shared languages which involves extensive trainings, cross-sectional trainings, need based trainings and multi skill trainings (Cabrera and Cabrera, 2005; Al- Hawary, 2015).Furthermore, in an organization training is essential for increasing individuals' learning capacities since it ease the flow and exchange of information by providing shared goals and convenient languages within the organization.
VI. CONCLUSION:
The research was set to see how training and development in Commercial banks get affected by the knowledge Management of the organization. The finding reveals that in the banks, the role of training and development plays effectively on knowledge Management. These findings suggest that by considering training and growth, which predicts KM, we can help to fill this empirical research void. Furthermore, the study's theoretical implications approached to the fact relates to the literature about the knowledge management and validating past studies, in which it has contributed by both the field of theory and practical requirements. The study has concludes some major outcome with respect of developing an efficient KMS and designing training and development programmes which can be carried out by the managers or decision makers. To create an efficient KM system in banks, HRM practises should be carefully planned. The organization itself responsible for managing its workers growth through conferences, knowledge making projects and training programmes by providing them sufficient time and opportunity which as a results improves the knowledge management of the organization.
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Received on 29.10.2022 Modified on 26.11.2022
Accepted on 22.12.2022 ©AandV Publications All right reserved
Res. J. Humanities and Social Sciences. 2022; 13(4):242-246.
DOI: 10.52711/2321-5828.2022.00037