How Can Knowledge Management and Organisational Learning Used to Improve Hr Management Systems and Practices and Build Intellectual Capital and Competitive Advantage for the Future.

Topics: Knowledge management, Human resource management, Knowledge Pages: 12 (2921 words) Published: October 2, 2012





1. Introduction3
1.1 The Research Background3
1.2 Limitation of the Report4
1.3 Sources and Methods of Data Collection4

2. Discussion
2.1 Knowledge Management (KM) 4
2.2 Organizational Learning (OL) 5
2.2.1 Double Loop Learning (DLL)6
2.2.2 Single Loop Learning (SLL)6
2.3 Why and How HRM is seen to be able to increase innovation7 and competitive advantage?

3. Recruitment and Selection 7

4. Performance Management (PM)8
4.1 Performance Appraisal8
4.2 Performance Development9

5. Rewards10

6. Recommendations10

7. Conclusion 11

8. References12

Essay Option 2:
How can knowledge management and organisational learning used to improve HR management systems and practices and build intellectual capital and competitive advantage for the future. Discuss this in relation to one or several aspects of HR management including – Recruitment and Selection, Training and Development, Performance Management and Rewards, Succession Planning and Strategic HRM

1. Introduction

1.1 The Research Background

The main purpose of this report is to critically analyse how knowledge management (KM) and organisational learning (OL) can be used to improve HR management systems and practices and build intellectual capital and competitive advantage for the future. The company that is chosen for research is Glaxo Smith Kline (GSK), a leading global health care products provider. GSK focus their business on three main business units, namely, prescription medicines, vaccines and consumer healthcare. Prescription medicines are medications prescribed by healthcare professional such as antibiotics prescribed by clinic’s doctor. Vaccines are injection that prevents disease or illnesses. Lastly, consumer healthcare includes medications that are available over the counter such as paracetamol, nutritional drinks and dental health product such as toothpaste. GSK invest heavily on research and development to discover new medicines and formulas and strive to improve the quality of human life.

1.2 Limitations of the report

This report intends to highlight the critical role that knowledge management (KM) and organisational learning (OL) plays in an organisation. Report will focus on Training and Development, Performance Management and Rewards.

1.3 Sources and Methods of Data Collection

Research materials are sourced from works from creditable authors. Singapore National Library, online journal database and internet were utilised as platforms to source the materials.

2. Discussion

2.1. Knowledge Management (KM)

Knowledge management (KM) is the process in which an organization identify acquire, distribute and maintain knowledge to generate value for the company (Filemon 2008). There are two kinds of knowledge, namely tacit knowledge and explicit knowledge. Tacit knowledge is knowledge that an individual or groups have while explicit knowledge are facts or information that is expressed in the form of documents or other artifacts. The main objective of knowledge management is to assist an organization to make informed decision based on the data that the organization have. Figure 1 below shows SECI model (Nonaka, Konno and Toyama, 1998, p. 498). This model shows the stages that knowledge goes through before finally achieving value for an organization. [pic]

SECI model illustrates that the four stages of knowledge management starts with Socialisation, followed by Externalisation and Internalisation and finally ending with Combination....

References: 1. Glaxo Smith Kline. 2011. GSK.
2. Nonaka.I & Konno.N, 1998) The Concept of “Ba”: Building a foundation for knowledge creation(1998), California Management Review, Vol 40, No.3, pp 40-54
4. Carol Gorelick, Nick J. Milton, Kurt April, 2004, Performance through learning: knowledge management in practice, Oxford, Butterworth-Heinemann
6. Debowski, Shelda, 2006, Knowledge Management: A Strategic Management Perspective, Australia, John Wiley & Sons,31.10.05
8. Argyris, C., & Schön, D., 1978, Organizational learning: A theory of action perspective, Reading, Mass: Addison Wesley.
9. Peter Y.T & John L.Scott, 2003, Exploring the divide – organizational learning and learning organization, The Learning Organization, Vol 10, No.4, pp 202-215
11. Suresh, R. 2002. KM and Human Resource Management.;col1 (accessed June 28, 2012).
12. Whicker, L. and Andrews, K. 2004. HRM in the Knowledge Economy: Realising the Potential. Asia Pacific Journal of Human Resources 42 (2): 156-163.
13. Lee, D. 2002. Intellectual Capital: If You Don’t Appreciate It, You Will Depreciate It. (accessed June 28, 2012).
14. Bohlander, G., Snell, S. and Sherman, A. 2001. Managing Human Resources. South Western College Publishers: Cincinnati.
15. Saint-Onge, H. 2001. Strategic Capabilities: Shaping Knowledge Management within
the Knowledge-Driven Enterprise. (accessed June 28, 2012).
16. Ulrich, D. 1997. Human Resource Champions: the next agenda for adding value and
delivering results
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