1. Chapter 5: Supporting Knowledge Management through Human Resource Management Practice
This session commences the second part of the content.
Effective knowledge management relies on strong systems, structural processes and well-aligned policies and practices. In this second part of the program, the foundations on which knowledge management should operate are explored in some detail.

2. Introduction
Human resource management (HRM) is a powerful structural mechanism where knowledge management is encouraged
This session explores the elements of HRM which guide and stimulate the development of an effective knowledge culture
Page 111
Human resource management (HRM) is one of the more powerful structural mechanisms by which knowledge management is encouraged. It operates as the framework for the ways in which people operate in the workplace. Because it strongly influences how people are introduced to the organisation, and guides their ongoing work activities, it is a powerful form of acculturation.
This session explores the various elements of HRM which guide and stimulate the development of an effective knowledge culture. Before commencing, it is very important to note that HRM is not just a process that operates through a central human resource area in an organisation. Like knowledge management, it is a living system which can be guided by policies and processes centrally, but it is most powerfully experienced within each individual’s own work setting. In other words – the values and culture that operate in that local area are powerful human resource influences, and will determine how the individual operates. Thus, knowledge management and human resource management rely on very similar principles to support the organisational goals.

3. Human Resource Management (HRM) (1/2)
The organizational processes and systems which help staff recruitment, selection and management
Provides guidance as to the required work activities, behavior and values
Supports employees from when they are recruited to when they leave the workplace
Page 111
HRM can be described as the organisational processes and systems which assist with staff recruitment, selection and management. They are generally developed as standards for the whole organisation, so that there is integrity and uniformity of expectation for each individual.
HRM systems are intended to provide guidance as to the required work activities, behaviour and values which should operate in the organisation. In larger organisations, they may be strongly defined and publicised. Smaller firms may rely on less explicit systems.
These systems are designed to support employees from the time they are recruited to the time they leave the workplace.

4. Human Resource Management (HRM) (2/2)
Staffs the organization with people who have appropriate knowledge and expertise
Ensures the work undertaken fulfils the organization’s goals
Develops systems and processes that encourage good practice
Page 111
HRM fulfils three major functions. It:
Staffs the organisation with people who have appropriate knowledge and expertise
Ensures the work undertaken fulfils the organisation’s goals
Develops systems and processes that encourage good practice.
These processes have been developed over many decades across many nations, and are based on good practice and much theoretical research. They aim to provide a suitable framework for all staff. The systems also link closely to the strategic priorities of the organisation. They protect the employer and employee by guiding them as to appropriate standards of behaviour and practice.

5. HRM’s Support to Knowledge Management
Recognizing the strategic value of knowledge
Defining knowledge competencies
Valuing knowledge and learning
Integrating knowledge into HRM processes
Pages 113 – 114.
One of the functions of HRM is to guide employees as to the protocols and standards which operate in the organisation. This guidance assists knowledge management by providing employees with cues as to the strategic value of knowledge, the expectations of the knowledge community, and desired competencies, and by encouraging appropriate skill development.
Human resource management draws attention to the strategic value of knowledge by clarifying and publicising the organisational standards, role expectations and rewards.
Knowledge competencies are defined and promoted through various human resource management activities. Common knowledge competencies include collaboration, information skills, management, strategic planning and relationship management.
HRM processes emphasise the importance of learning and development. They can also assist with the ongoing enrichment of these skills through learning and development opportunities. Workplace learning occurs in many contexts: through work activities and experiences; sharing of expertise; mentoring by more experienced colleagues; and via formal learning opportunities within the organisation. These may be encouraged through HRM, particularly through the identification of the developmental needs of the individual.
An effective knowledge community aims to merge its various knowledge priorities into the basic foundational systems which operate in the organisation. If strategic needs are reflected in the human resource management practices, these can be enacted in the functional processes of the local units.

6. Structural Support for Knowledge Management
Staffing
Performance Management
Learning & Development
Organizational Evaluation
& Review
Organizational Structure
LO1, Pages 111 – 114. Figure 5.1, page 112,
Organisational structure influences decision-making, communication and the capacity to innovate in organisations. These are important knowledge management influences.
Staffing describes the processes associated with the recruitment, selection and retention of staff in the organisation.
Performance management provides employees with guidance as to what roles and performance standards they should reflect. Feedback provision is a critical element of these activities.
Learning and development describes the various ways in which an organisation assists employees to grow and develop. Increasingly, organisations recognise the need to encourage the development of individuals and leaders and teams.
Organisational evaluation and review describes the various activities which monitor the state of the organisation’s culture and outcomes.

7. Concluding Points HRM links the individual with the knowledge agenda
The systems and processes direct staff attention to the critical priorities of the organization
HRM guides the organization as to where staff members should direct their efforts and values
Human resource management provides an important link between the individual and the knowledge agenda operating across the organisation.
the various HR systems and processes encourage a stronger understanding of the knowledge priorities and how they should be supported by each individual.
HRM guides the organisation as to where staff members should direct their efforts and values. Thus, it is a critical system for the knowledge management agenda.

8. Today’s focus questions:
How does human resource management influence knowledge management?
Why does organizational structure impact on knowledge management?
Lecture reference: Debowski, Chapter 5
These questions can be used to focus students at the beginning, and to encourage reflection and discussion at the end. They draw together the key points from the text.
To summarise, then, this session has looked at three questions.
1. How does human resource management influence knowledge management?
this overview has shown that knowledge management is strongly reliant on effective human resource systems. Many of the critical messages relating to desired behaviors and critical roles are conveyed through HRM systems.
Why does organisational structure impact on knowledge management?
The structures can introduce many barriers to how people communicate, collaborate and learn from each other. Knowledge communities are well advised to look carefully at their structures and consider whether they hamper or hinder community interaction and collaboration.