Successful businesses demand high-performing Human Resource Management Practices (HRMP) and effective Knowledge Management Capacities (KMC) in order to enhance the overall organizational performance. HRMP represent a system that attracts, develops, motivates, and retains employees to ensure the effective implementation and the survival of the organization and its members, whereas KMC are the key factors for gaining and sustaining a competitive advantage by leveraging on knowledge acquisition and knowledge sharing processes. This study intends to investigate the influence of HRMP on KMC, with the final aim to find out the logical connections through which these two concepts meet each other. More specifically, the objective of this article is to identify specific HRMP supporting the development of KMC, with a focus on Indian Information Technology (IT) industry, which is a sector not deeply studied from this perspective. Based on the existing research contributions in this field, five key HRMP (i.e. recruitment and selection, training and development, compensation and reward, employee retention, and career development) and two crucial KMC (i.e. knowledge acquisition, and knowledge sharing) have been selected for this study. The article adopts a qualitative research method based on a single case study of an Indian IT company and uses primary and secondary data collected through desk research and field interviews. Results show how HRMP enhance the individual learning, motivation, and retention for knowledge acquisition and knowledge sharing, with the aim to improve organizational performance. This study provides a twofold contribution: from a research perspective, it contributes to deepening the analysis of the relation between HRMP and KMC, with a specific focus and an applicative case into the Indian IT industry; from a practitioner point of view, the results could be helpful to HR managers for motivating the employees to undertake learning processes, as well as to acquire and share knowledge resources useful for the organization to remain innovative and stay competitive.
The Influence of HRM Practices on KM Capacities in Indian IT Industry
Gope S.;Elia G.;Passiante G.
2017-01-01
Abstract
Successful businesses demand high-performing Human Resource Management Practices (HRMP) and effective Knowledge Management Capacities (KMC) in order to enhance the overall organizational performance. HRMP represent a system that attracts, develops, motivates, and retains employees to ensure the effective implementation and the survival of the organization and its members, whereas KMC are the key factors for gaining and sustaining a competitive advantage by leveraging on knowledge acquisition and knowledge sharing processes. This study intends to investigate the influence of HRMP on KMC, with the final aim to find out the logical connections through which these two concepts meet each other. More specifically, the objective of this article is to identify specific HRMP supporting the development of KMC, with a focus on Indian Information Technology (IT) industry, which is a sector not deeply studied from this perspective. Based on the existing research contributions in this field, five key HRMP (i.e. recruitment and selection, training and development, compensation and reward, employee retention, and career development) and two crucial KMC (i.e. knowledge acquisition, and knowledge sharing) have been selected for this study. The article adopts a qualitative research method based on a single case study of an Indian IT company and uses primary and secondary data collected through desk research and field interviews. Results show how HRMP enhance the individual learning, motivation, and retention for knowledge acquisition and knowledge sharing, with the aim to improve organizational performance. This study provides a twofold contribution: from a research perspective, it contributes to deepening the analysis of the relation between HRMP and KMC, with a specific focus and an applicative case into the Indian IT industry; from a practitioner point of view, the results could be helpful to HR managers for motivating the employees to undertake learning processes, as well as to acquire and share knowledge resources useful for the organization to remain innovative and stay competitive.I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.
