CHAPTER 1 INTRODUCTION

1.1 Introduction

The business is increasingly becoming competitive so an organization needs to build a

competitive advantage, improve organisational effectiveness and returns and to see opportunities

and exploit them (Gourlay, 2006).Knowledge management is a key issue for achieving

organisational success (Torrington, 2008). Of interest is the contribution of human resource to

knowledge management. According to Armstrong (2008) knowledge management (KM) is

concerned with storing and sharing the wisdom, undertaking and expertise accumulated in an

organisation about its processes, techniques and operations. It also focuses the development of

the firm specific knowledge and skills that are a result of original learning process. The amount

of time available to experience and acquire knowledge has diminished therefore knowledge

management will provide a framework for connecting people to people and people to

information with the contribution of human resource management practices .Therefore the

research explores the value of human resource contribution to knowledge management .

1.2 Background of the study

Knowledge Management refers to a range of practice used by organizations to identify, create,

represent and distribute knowledge for reuse, awareness and learning across the organization.

Knowledge Management considers strategies and structures for maximizing the return on

intellectual and information resources. The goal is to capture the tacit knowledge required by a

business process and encourage knowledge workers to share and communicate knowledge with

peers. Knowledge management (KM) comprises a range of strategies and practices used in an

organization to identify, create, represent, distribute, and enable adoption of insights and

experiences. Such insights and experiences comprise knowledge, either embodied in individuals

or embedded in organizations as processes or practices.

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Knowledge management allows companies to capture, apply and generate value from their

employees’ creativity and expertise (Mecklenburg et al, 1999 in Armstrong 2008). The role of

human resource management is to ensure that the organisation has the intellectual capital it

needs, advise on the design and development of the organisation in facilitating knowledge

sharing through networks, team work and communities of practice (Armstrong, 2008).

Knowledge management is concerned with both exploitation and development of knowledge to

meet organisational objectives.

The organization under study is Zimbabwe National Water Authority (ZINWA) is a parastatal

within the Ministry of Water Resources and Infrastructural Development. According to Gourlay

(2006) as the speed of change get faster organizations increasingly need innovations, new ideas

and new ways of doing things to keep ahead of the competition and constantly need to know

what their competitors and customers are doing there by increasing customer satisfaction. In

1995, the cabinet accepted the principles and basis for repeal of the Water Act of 1976 and

replaced it by a new one that reflected the wishes and aspirations of the majority of people in

terms of their access to water and their involvement in water resources management process.

Therefore, in 1996 ZINWA was established through the ZINWA Act (Chapter 20:25) of 1998 to

assist the government in the administration of the Water Act and co-ordination of the

development of the water resources of Zimbabwe to ensure optimum utilization. ZINWA

became operational in the year 2000.ZINWA is the main source of water in Zimbabwe and it has

catchments around the country to maximize its provision of services.

ZINWA employs highly educated people that are management personnel, medical specialists,

engineers and machine operators whom we can call knowledge workers (Torrington, 2008).

These people use more of their heads than their hands in promoting organisational success.

Employees, competencies and knowledge constitute a competitive advantage (Eliasson, 2000),

therefore knowledge is a resource that needs a strategic and critical management to support its

development and sharing processes for the future survival of the organisation. Armstrong (2008)

states that knowledge management is about getting knowledge from those who have it to those

who need it in order to have organisational effectiveness. Lengnick-Hall and Lengnick-Hall

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(2003) suggest that knowledge facilitator is a key human resources (HR) role. They suggest that

HR has a key role in: developing the motivation, competencies, value orientation, and knowledge

of the firm’s strategic intent to use knowledge to enhance organizational capabilities. Cappelli

and Crocker-Hefter (1996), states that ‘distinctive human resource practices help to create unique

competencies that differentiate products and services and, in turn, drive competitiveness’.

1.3 Statement of the problem

The changing global context requires new approaches and new learning because there is

increasing competition in the marketplace and the rate of innovation is raising therefore the need

to implement knowledge management in organisations (Torrington, 2008). Zimbabwe National

Water Authority (ZINWA) employs knowledge workers who acquires and produce knowledge in

their daily working activities. The human resource department should create knowledge based

human resource strategies and policies. This research intends to evaluate the contribution of the

human resource function to knowledge management at ZINWA.

1.4 Objectives

To identify the knowledge management practices employed by ZINWA

To identify trends in knowledge management at ZINWA.

To identify factors that promote and hinders knowledge generation and sharing.

1.5 Research questions

What role might HR Managers play in developing Knowledge Management?

How knowledge is managed at ZINWA and what implications do these practices have for

managing knowledge across the organization as a whole?

How might taking a knowledge based view of your current work tasks inform your future

organizational success?

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1.6 Significance of the study

The study was significant to the organisation, researcher and human resource practitioners.

The researcher

The study explored the significance of human resource management function in improving

organisation’s competitive advantage and also leading to its success. It also articulated the

purpose of knowledge management system in the organisation.

The study was a requirement in partial fulfilment of the Bachelor of Social Science Human

Resource Management Degree.

The human resource practitioner

The study gave the importance of human resource function so that organisations may appreciate

its existence and how it can lead the organisation to success.

It also helps to link knowledge management system and human resource management in

practice.

The organisation

The study reveals that for organisations to improve its effectiveness, returns and to gain

competitive advantage should appreciate the human resource practices and policies.

1.7 Limitations of the study

The researcher had limited resources particularly finance for transportation, printing and typing.

Time was also a challenge since the researcher had also to attend lectures for other courses but

the pressure was covered by making use of lunch breaks and working overtime in the evenings.

Respondents were sometimes unavailable or unwilling to participate.

1.8 Definition of terms

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Knowledge-is a familiarity with someone or something, which can include facts, information,

descriptions, or skills acquired through experience or education.

Knowledge management-is any process or practice of creating, acquiring, capturing, sharing and

using knowledge wherever it resides, to enhance learning and performance in organisations.

Explicit- is knowledge which can be codified and communicated to others and may exist in form

such as rules, procedures and theories.

Tacit –is knowledge which manifest only in its application and not readily amenable to transfer,

it is practical knowledge and insights acquired through daily experience and can be referred as

‘know-how’.

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CHAPTER 2 LITERATURE REVIEW

2.1 Conceptual framework

A hierarchical knowledge management model

According to the theory, knowledge management [KM] comprises a set of processes. These

processes concern knowledge (e.g., knowledge transfer) and are influenced by context (e.g., the

organizational culture). Consequently, KM models are often structured around the concepts of

KM processes, knowledge, and/or context (Alavi & Leidner, 2001).

These concepts form the three basic components of our model.

• The knowledge type’s component characterizes knowledge according to several

complementary classifications.

• The KM processes component is dedicated to KM activities.

• Finally, the KM context component comprises the factors that influence (positively or

negatively) the conduct of KM. Depending or their nature; these factors may (more or less

easily) be controlled to improve KM. The components of our KM model are organized into a

hierarchy. The concepts of the model are represented as nodes. The parent-child relationships

between nodes are abstraction relationships: A parent node is detailed by its children nodes (or

conversely, a child is abstracted into its parent). There are no generally applicable structural

criteria indicating when decomposition should stop. This is guided by semantic and practical

considerations (e.g., the decomposition of a concept stop when the concept is easy enough to

measure in practice or when further decomposition would be meaningless).

Knowledge Types

The first classification distinguishes between tacit and explicit knowledge. Similarly to Nissen

(2002), we use the term explicitness to name this classification. The distinction between tacit and

explicit knowledge was first applied to KM by Nonaka (1994). Tacit knowledge is deeply rooted

in the individual’s mind and may not be easily codified as opposed to explicit knowledge.

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The reach classification makes the distinction between individual and collective knowledge.

Collective knowledge is further decomposed into group, organizational, and inter-organizational

knowledge. In general terms, the concept of organizational knowledge may designate knowledge

at the organization or at the group level. The abstraction-level classification distinguishes

between specific and general (abstract) knowledge. The distinction is relevant to KM since

knowledge is often more easily transmitted when it is in a specific form (examples).

This principle is applied in such methods as case based reasoning (Kolodner, 1993; Prat, 2001)

The last classification distinguishes between declarative knowledge (“know-what”) and

procedural knowledge (“know-how”). Since declarative knowledge is made of propositions, this

classification is called propositionality. Procedural and declarative knowledge are often

assimilated to tacit and explicit knowledge respectively. However, the two classifications are not

equivalent. Procedural knowledge is richer than declarative knowledge. In particular, procedural

knowledge comprises the various choice alternatives considered: and the choice criteria

(Rolland, Souveyet, & Moreno, 1995). This can be illustrated as a diagram as shown below

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2.1.1 Knowledge types

Knowledge management processes

According to Prat (2001) there are operational processes and planning, modeling, and control

processes. The operational processes include knowledge acquisition, storage, transfer and

utilization. Knowledge acquisition comprises all activities that increase the global stock of

knowledge potentially useful to the organization. Knowledge storage consists in retaining

knowledge in individual or collective memory. Knowledge is indexed to facilitate future

retrieval. Knowledge transfer is the sharing of knowledge between individuals, groups, and

organizations. Knowledge utilization is the application of knowledge to business processes.

The planning, modeling, and control processes encompass the following processes. The

identification, mapping, and modeling of current knowledge or of knowledge necessary to

achieve previously defined objectives. Evaluation, which may be operated at various levels: the

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Knowledge

Types

Explicitness ReachAbstraction

levelPropositionality

Tacit knowledgeExplicit

knowledge

Individual

knowledge

Collective

knowledge

Specific

knowledge

General

knowledge

Declarative

knowledge

Procedural

knowledge

Group

knowledge

Organizational

Knowledge

Inter-organizational

knowledge

evaluation of knowledge, the evaluation of KM projects and/or of KM systems (KMSs) resulting

from these projects, and the evaluation of KM. Knowledge update. This process includes

unlearning (forgetting). Although unlearning is often neglected by the IS and IT community, the

organizational-theory and strategic-management literature often emphasise this key process,

which is often a condition for the acquisition of new knowledge (Tarondeau, 2002) .KM

processes can illustrated in a diagram as below

2.1.2 Knowledge management processes

KM context

This last component of the KM model comprises the factors that may positively or negatively

influence KM. Whenever possible; these factors should be used to leverage KM efforts. Strategy

is refined into mission, vision, objectives, policies (rules), and allocated resources. The latter

may be financial, human, or material resources. The organization comprises the following

subtopics: organizational structure and business processes into which the KM processes should

ideally be incorporated. Following Davenport and Short (1990), we distinguish between

operational and managerial processes, the latter being often more knowledge based. The culture

of an organization is crucial to the success of KM (Grover & Davenport, 2001). Leadership is

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KM

Processes

Operational

Processes

Planning,Modeling andControl

Processes

Acquisitio

nStorage Transfer Utilization Update

Evaluatio

nModeling Mapping

Identificat

ion

Of

knowledge

Of KMSystems and

Projects

Of KM

Protection

mentioned in several KM models, underlying the role of senior management support in the

success of KM. Human-resource management influences individuals and their behaviors.

Information technologies, techniques, and methods are a key KM enabler and facilitator,

although it is generally admitted that technology should not represent more than one third of a

KM project (Davenport & Prusak, 2000). Information technologies, techniques, and methods

include project management methods, groupware and workflow, document management,

databases, data warehouses and business intelligence, multimedia, the Web, and artificial

intelligence. The latter two are discussed in detail below. The Web comprises architectures

(Internet, intranet, extranet, and portals), search engines, and languages (primarily HTML

[hypertext markup language] and XML [extensible markup language]). Artificial intelligence

includes the following topics. Expert systems apply to the representation and utilization of

explicit knowledge. Machine learning permits the generation of new knowledge. Following

Michalski (1993), we distinguish three types of learning: inductive learning (from specific to

general), analogical learning (specific to specific, or general to general), and deductive learning

(general to specific). Intelligent agents and multi agent systems apply to knowledge searching on

the Web. Finally, KM is influenced by the environment. Drawing from Holsapple and Joshi

(2004), we decompose the environment into the market; the competition; the technological,

cultural, and geographical environments; laws and regulations; and the governmental, economic,

political, and social climates.

2.2 Theoretical framework

Knowledge based theory of the firm (Grant 1997)

According to Grant (1997) the knowledge based theory of the firm considers knowledge as the

most strategically significant resource of the firm. Its proponents argue that because knowledge

based resources are usually difficult to imitate and socially complex, heterogeneous knowledge

bases and capabilities among firms are the major determinants of sustained competitive

advantage and superior corporate performance. This knowledge is embedded and carried through

multiple entities including organisational culture and identity, policies, routines, documents,

systems and employees. Originating from the strategic management literature this perspective

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builds upon and extends the resource based view of the firm initially promoted by Penrose

(1959) and later expanded by Wernerfelt (1984), Barney (1991) and Conner (1999).

Assumptions of the theory

Firms apply knowledge to the production of goods and services.

Knowledge is the most strategically important of a firm’s resources.

Knowledge is created and held by individual not organisations.

Firms first exist because markets are incapable of coordinating the knowledge of

individual specialists. This is the role of the manager within the firm.

Explicit and tacit knowledge vary on their transferability which also depends upon the

capacity of the recipient to accumulate knowledge.

2.3 Related study 1

Practice of knowledge management; case study of Wal-Mart Inc

SEO-Kisumu investigates the practice of knowledge management at Wal-Mart Inc. The giant

chain store has overwhelmingly effective knowledge management program that has enabled it to

retain its competitive advantage even at times of turbulent economic situations. The

corporations’ knowledge management strategies have enabled it to focus its strategic business

operations into cutting operational costs and building up a value for its shareholders

How the stores apply knowledge in human resource management

Human resource strategies refer to the ways in organisations and business firms select, recruit,

train, and nurture their workforces for effective performance and delivery of services. The

application of human resource management strategies in the company is not a new phenomenon

and it has enabled it to receive much recognition in the recent years all over the world. As

Wolpert (2001) says the success of an organisation more especially in the field of knowledge

management is determined mainly by the kind of human resource management strategies

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displayed. Effective human resource management has contributed immensely to redefining

knowledge management at Wal-Mart stores. As an organisation, it has found it useful for it to

learn to manage its people and business operations in a well planned coherent framework which

is well reflected in the business strategy. This way, all its branches have been able to ensure that

all aspects of personnel management are reinforced for the purpose of improving and developing

the performance of the business. `

2.4 Related study 2

Knowledge management at Tata Steel

Tata steel annual report 2002-3

According to Kumar (2011) knowledge management was to tap the abundant knowledge base in

the form of tacit knowledge and explicit knowledge that was lying unused and make available

for use across the whole company. The knowledge management process was started by bring

people with exposure in different fields. The company felt that knowledge management was a

cultural transformation than a project. Knowledge management implementation to the company

that is it reduces the cost of production and consequently increases in revenues and it leads to

sharing of knowledge and creation of new knowledge.

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CHAPTER 3 METHODOLOGY

3.1 Introduction

This section involves the use of suitable research methods for carrying out the study. It covers

necessary aspects like sample selection, instruments for data collection and the data collection

and the data collection procedure.

3.2 Research design

According to Leedy (1993), a research design is a road map that depicts the direction, format and

theoretical structure underpinning the study. Further, it is the plan, which specifies the methods

and procedures used for calculating and analysis data. The research designs chosen by the

researcher was the descriptive survey. This is a design that is meant to provide descriptive and

explanatory details of a problem. Descriptive research is designed to describe characteristics of a

phenomenon or population (Hussey and Hussey, 1996). This design is above the explanatory

design because it provides detail beyond just an insight into a problem .descriptive research

studies are based on previous understanding of research problem. Also Kothari (1990) explains

descriptive research as that which “...descriptive and interprets what is”. It is concerned with

conditions or relationships that exist, practices that prevail, benefits, points of view or attitudes

that are needed, processes that are going on, effects that are being felt or trends that are

developing. This design enabled the researcher to obtain primary and secondary data more

quickly. As questions were planned less time was taken and it enabled more respondents to

answer.

3.3 Population

A research population is the collection of all cases that meet some designate set of description

(Nachmias and Nachmias, 1999). In other words, the term population refers to all units or the

universe that is all people or things possessing attributes in which the researcher is interested in

(David & Sutton 2004). The study is more concerned with the human resource activities at

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ZINWA but to get valid and reliable findings the research was restricted to the management staff

associated with human resource management activities.

3.4 Sample

Nachmias and Nachmias (2000) define a sample as a selection from the population and intended

to reflect accurately the characteristics of the population. From the population the researcher

selected thirty people randomly to participate in the research. The sample accurately represents

the population and valid inferences are to be drawn from the sample results.

The researcher used probability sampling methods. These sample designs permits the researcher

to specify the probability of each sampling units being included in the sample in a single draw of

population.

3.5 Sampling procedure

In research it is very difficult to be able to survey every element under study or the population of

interest. Limitations in funds and time restrict researchers to seek a sample of respondents that is

representative of the population under study (Wilson, 2006). Even though this research was a

case study where the case selection itself is straight forward, sampling is required as it is not

possible to study everything even about one case (Punch 2004).

Frankfort-Nachmias and Nachmias (1996) concurs and conclude that the sample is used as the

basis for making inferences about all the cases (population) as a result of the difficulties and

expense involved in collecting data “from all potential units of analysis covered by the research

problem” The sample should however be as representative as possible of the population from

which it is drawn. As long as the sample is representative of the entire population, surveying a

faction of the entire population will produce the same results that would be found if the entire

population were surveyed (Kumar; 2004). Panneerselvam (2004) summarises the advantages of

sampling and the research considered them in conducting this study;

Less time to collect data

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Less cost for data collection

Physical impossibility of a complete enumeration

More data accuracy due to its limited size.

Sampling methods are classified as either probability or non-probability. In probability sampling,

each member of the population has a known probability of being selected into the sample (David

and Sutton 2004). Probability sampling methods include random sampling, systematic sampling,

and stratified sampling. In non-probability sampling, members are selected from the population

in some non-random manner. Non-probability sampling methods include convenience sampling,

judgment sampling, quota sampling, and snowball sampling. The researcher used a combination

of sampling methods to select the sample for the study.

Stratified sampling according to Frankfort-Nachmias and Nachmias (1996) is used when the

researcher seeks to ensure that different groups making up the population under study are

adequately represented in the sample so as to increase the validity and reliability of the findings.

The idea behind it is too divide the population into groups such that the elements in each group

are more homogeneous than the elements in the population as a whole (Panneerselvam 2004)

The researcher used stratified sampling to select ZINWA employees this is when populations are

divided into subgroups depending on particular characteristics, for inclusion in the study

management and Support Staff was taken into consideration. The researcher used the population

of thirty people.

The researcher applied the simple random sampling method separately to each list to select the

sample. Simple random sampling method involves randomly selecting individual units for

inclusion in a sample from a sampling frame (David & Sutton 2004). Elements included in the

sample by means of the simple random sampling all have equal chances of being selected. The

researcher then distributed the questionnaires to the company’s various departments taking into

consideration the two staff a stratum’s identified.

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3.6 Research instruments

The researcher used the following research instruments:

3.6.1 Questionnaires

A questionnaire according to Wegner (1999) is the data collection instrument used to gather data

in all situations. He further reiterates that the design of a questionnaire is a critical to ensuring

that the correct research questions are addressed and that accurate and appropriate data for

statistical analysis is collected.

The questionnaire was made of closed questions so as to demarcate parameters within questions

should be answered. However to cater for divergent views some open-ended questions were

included. Simple and straight forward language was used on the questionnaires so as not to get

unsolicited information.

3.6.2 Interviews

Best and khan (1993) defines an interview as a purposeful discussion between two or more

people. Interviewing techniques includes personal interviews, telephone interviews and mail

interviews. The researcher found it fit to use three methods.

3.6 Ethical considerations

Kumar (2004) and Nachmias and Nachmias (1996) suggest a number of ethical consideration

that social science researcher should observe in conducting their studies. The researcher took the

following ethical guidelines into consideration during the study. The following ethical guidelines

were observed in gathering data.

Anonymity and confidentiality was guaranteed by the use of blind questionnaires

All respondents took part in the research on their own voluntary volition

All information gathered is to be used for academic purposes and so shall be the findings

16

of the study.

Respondent’s right to privacy was observed at all times

.

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CHAPTER 4 DATA PRESENTATION, ANALYSIS AND

INTERPRETATION

4.1 Introduction

This chapter focuses on the presentation of data collected at Zimbabwe National Water Authority

(ZINWA). Information was derived through the use of questionnaires, personal interviews. The

presentation of the research findings were aided with the use of tables, graphs and charts. The

chapter starts by revisiting the research question which is an evaluation of the contribution of

the Human Resource function to knowledge management.

4.2 Section A: Demographic data

The overall response of the study was 60% 18 out of 30 employees were available for the study

and 12 (40%) of the employees were unavailable because of work commitments at the

organisation.

Figure 4.2.1 Respondents by sex

Number %

Male 11 61.1

Female 7 38.9

Total 18 100

Statistics above show that 7 (38.9%) were female and 11 (61.1%) were male.

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Figure 4.2.2 Respondents by age

The highest age range is 31-40 followed by 41-50 and the employees were more willing to

respond maybe because they have been serving the organisation for a long period. The age range

of 21-30 has 4 respondents and age range 51-60 has lowest probably because the other

colleagues have resigned.

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Figure 4.2.3 Respondents by qualifications.

The majority of knowledge workers at ZINWA show that 50% are holders of masters’ degree

and 22.2% are holder of honours’ degree. This shows a high number of knowledge workers in

the organisation.

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Figure 4.2.4 Respondents by their working experience in the organisation

The table shows that 38.9% have served for about 7-9 years and 11.1% have served for 10 years

and above and this is because most of the workers have retired.

4.2.5 Respondents views from questionnaires

Reasons knowledge management practices are used in your firm or organisation

Critical

Important

Somewhat

Important

Not at all

Important

2.1 To improve the competitive advantage of your firm or organisation

66.7% 33.3%

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2.2 To help integrate knowledge within your firm or organisation

33.3% 66.7%

2.3 To improve the capture and use of knowledge from sources outside your firm or organisation

33.3% 33.3% 33.3%

2.4 To increase efficiency by using knowledge to improve production processes

100%

2.5 To protect your firm or organisation from loss of knowledge due to workers' departures

50% 50%

2.6 To increase worker acceptance of innovations

50% 50%

2.7 To ease collaborative work of projects or

teams that are physically separated

(i.e. different work sites)

33.3% 50% 16.7%

2.8 To promote sharing or transferring knowledge with clients or customers

50% 16.7% 16.7% 16.7%

4.3 Presentation of findings in relation to answered questions

Objective 1: To indentify KM practices at ZINWA

Recruitment and selection

Attitudes towards knowledge sharing and learning are a factor to be considered during hiring

process. 83.3% (15) of the respondents revealed that they were asked to reveal any knowledge

sharing attributes they have either as part of the recruitment process or at the selection stage and

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the remaining 16.7% (3) revealed that they have never been asked their aptitudes to knowledge

sharing and generation.

Training and development

Staff development trainings, organizational development trainings and learning by doing

increase the knowledge base of the organization. All respondents revealed that the organization

sometime offer training and development services and also send employees to seminars. 50% of

the respondents revealed that they are on personal development courses.

Organizational culture as enabler of knowledge processes

A supportive, collaborative organizational culture is important from the perspective of

knowledge creation and sharing 50% of the respondents revealed that knowledge sharing and

generating is has been very important to the organization. The interview with the information

system department gave light on the bases that it promotes so socialization through their

computer systems.

Objective 2: To identify trends in knowledge management at ZINWA

Social capital is becoming recognized as important as intellectual capital. Social capital is built

through interaction and leads to improved knowledge sharing. At ZINWA they look at the tools

and training for staff to map their existing social networks and to understand how to build “social

capital” with their colleagues and clients. 66.7% (12) of the participants agreed that they could

share their knowledge with others and the other 33.3% tend to disagree.

An interview with the information systems department shows that they contribute in

management of knowledge by ensuring that hardware and software are reliable, secure and user-

friendly, backing up of critical data and information and storing it offsite in case of an

emergency, ensuring the continued availability of information systems during emergencies and

making needed data and information available to employees, suppliers and customers however it

does not seem to have a working relationship with human resources department there research

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has reviewed that these departments work without knowing what service are they providing in

the promotion of knowledge management.

Objective 3: To identify factors that promote and hinders generation and sharing of

knowledge

66.7% of the respondents felt that there are various factors that hinder generation and sharing of

knowledge these include:

Lack of incentives to promote research

Lack of training and development on the concepts of knowledge management

Lack of trust among knowledge senders and receivers

Lack of encouragement in research and publishing as motivating factor

Human resource department and the promotion of knowledge management at ZINWA results

from the interview with the human resource consultants

Human resources help the organisation to articulate the purpose of the knowledge

management system.

Knowledge facilitator that is creating an environment of sharing and using knowledge

with full understanding of the competitive consequences.

Getting the right information to the right people at the right time.

Creating of a learning environment and build employee skills, competences and careers.

Human resources management take strategic approach to help firms manage email,

instant messenger, internet surfing and use of technology.

To help integrate knowledge within your firm or organisation.

The participants had their different views 50% (9) responded that human resources management

is responsible for knowledge management practices at ZINWA, 16.7% (3) said its information

technology department, 22.2% (4) suggested that it is the executive management team and 11,1%

(2) specified that it is the public relations.

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4.4 Discussion of findings

The research revealed that human resources contribute to knowledge management strategies and

implementation in the organisation. MacNeil (2003) goes on to suggest that there has been a lack

of research on the links between human resource management and knowledge management, yet

Lengnick-Hall and Lengnick-Hall (2003) suggest that knowledge facilitator is a key human

recourses role. The study however shows that human resource practitioners take a leading role in

implementing knowledge management policies and practices.

Human resource managers need to design organizational structures and processes that promote

knowledge diffusion, contribute to designing user-friendly systems for accessing knowledge and

training people in their use, develop a knowledge-centric culture, provide mechanisms for people

to share knowledge – for example allowing teams to work together long enough to develop

knowledge together and then move people around the organization to cross-fertilize (Torrington

2008). The research indicates that human resource practitioners have managed to play their role

in developing knowledge management systems at ZINWA as supported by the knowledge based

theory of the firm (Grant,1997) it assumes that firms first exist because markets are incapable of

coordinating the knowledge of individual specialists and this is the role of the manager within

the firm.

Most of the participants in the research suggested that human resource managers play a larger

role in the successful implementation of knowledge management practices. As in the case study

of Wal-Mart Inc Wolpert (2001) says the success of the organization more especially in the field

of knowledge management is determined mainly by the kind of human resource management

strategies displayed. Human resource policies and practices are also recognized functionality as

the respondents managed to list a lot of responsibilities that can be catered by the human

resource department. The roles include facilitating training, communication, education

25

assistance, to manage the human capital and aligning the human capital with the overall

organisational objectives, payment of salaries, maintenance of records, works council

management, staff recruitment and staff training and development, designing of work positions,

hiring, reward, recognition, strategic pay, performance development, appraisal systems, career

and succession planning and employee development. This shows that human resource

department is of greater importance in the organisation.

Furthermore the study revealed that human resources have a role to play in developing

knowledge management as the outcomes of knowledge management are directly influenced by

human resource practises. Grant (1997) notes that knowledge is the most strategically important

of a firm’s resources therefore human resources should encourage knowledge management

practices and the factors identified as encouraging knowledge management are an organization

which engenders trust and openness, a knowledge-centric culture, defined roles and

responsibilities in knowledge management, support through the performance management

system (such as targets about sharing knowledge and team/organizational rewards), building on

informal practices which already exist (Torrington et al, 2008).

The study also revealed that for successful implementation of knowledge management culture of

the organisation is an important factor which needs development. An open culture is one in

which as Schein (1985) suggests, people contribute out of a sense of commitment and solidarity

and relationships are characterized by mutuality and trust. In such a culture, organizations place a

high priority on mutual support, collaboration and creativity, and on constructive relationships.

There is no ‘quick fix’ way in which a closed culture where these priorities do not exist can be

converted into an open culture. Long-established cultures are difficult to change. According to

Armstrong (2008) human resources should encourage management to develop purpose and value

statements which spell out that an important aim of the organization is to achieve competitive

advantage by developing and effectively using unique resources of knowledge and expertise, and

that to achieve the aim, sharing knowledge is core value.

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The research observed that human resource management contribute to knowledge management

through resourcing that is by hiring knowledge workforce. According to Armstrong (2006)

human resources contributes to enhancing knowledge management processes by advising on

how to attract and retain people with the required skills and abilities, including those who are

likely to exhibit the behaviors needed in a knowledge-sharing culture. This means devising

competency frameworks for recruitment and development purposes which include knowledge-

sharing as a key behavior. Such a competency could be defined as ‘The disposition to share

knowledge fully and willingly with other members of the community’.

The research also reviewed that there is lack of encouragement of research and publishing at

ZINWA as the organization do not provide motivation through financial and non financial

rewards. According to Swart (2007) promotion and development of performance management

processes by human resources can make an important contribution to knowledge management,

by providing for behavioral expectations which are related to knowledge-sharing to be defined,

knowledge acquiring, publishing and ensuring that actual behaviors are reviewed and, where

appropriate, rewarded by financial or non-financial means. Performance management reviews

can identify weaknesses and development needs in this aspect and initiate personal development

plans which are designed to meet these needs.

More so the study shows that given that advances in information technology have made it easier

to acquire, store, or disseminate knowledge than ever before, ZINWA has employed information

systems to facilitate sharing and integration of knowledge. The interview with the information

systems manager brought the importance of installation of computers, internet provision, fax and

printers in every office at ZINWA. As shown in the case study knowledge management at Tata

steel knowledge management implementation to the company reduces the cost of production and

consequently increases in revenues and it leads to sharing of knowledge and creation of new

knowledge. The human resources have made use of the information systems at ZINWA and it

has made it easier to promote knowledge sharing and record keeping through data base.

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The study also reviews that knowledge generating and sharing can be improved through

providing incentives to promote research, training and development on the concepts of

knowledge management, improve trust among knowledge senders and receivers, create social

gatherings where people get to meet and be able to discuss issues and encourage research and

publishing as motivating factor

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CHAPTER 5

5.1 IntroductionThis chapter focused on the summary, conclusion and recommendations.

5.2 Summary The whole purpose of the study was to establish the contribution of the human resource

management function to knowledge management. ZINWA being the organization understudy 18

out of 30 employees were available for the study. The aims, objectives, limitations and

delimitations were noted in chapter 1; various sources of literature were reviewed. The research

methodology and instruments used were highlighted with their justifications and shortcomings

problems encountered in the study were due mainly to the busy schedules of the employees.

Research findings were presented and analyzed.

5.3 Recommendations

The researcher recommends the following strategies that HR departments can adopt in using

knowledge management as an HR strategy.

1. Lack of information on the concept of knowledge management- providing training

and development on the concepts of knowledge management will help knowledge

generation and sharing

2. Lack of support by the organisation they should provide incentives to promote

research.

3. Building a culture that promote knowledge sharing and generation this will improve

trust among knowledge senders and receivers

4. Encourage research and publishing as motivating factor

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5. Provide incentives to promote research

5.4 Conclusion

This study attempted to determine the extent to which the human resource department at ZINWA

is using various knowledge management practices in its day-to-day strategies and operations.

The study discovered that ZINWA’s human resource department is applying knowledge

management and it expects to enhance its future operations through the application of modern

knowledge management techniques. This will to a great extent result in improved employee

training, innovation, apt responsiveness and also a positive oriented organisational culture.

However the organization needs to incorporate effective key KM drivers to ensure better

management of knowledge resources and recognize the positive indirect effect of IT application

on knowledge management

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