In recent times, there has been increased awareness that organisational knowledge
might be the key to organisation success. In most construction organisations such
knowledge is dispersed and fragmented, since much of it exists in diffuse social
networks. To prevent failure, knowledge management (KM) has to be properly
implemented in organisations. This invariably implies that construction organisations
must address the needs of workers who supply this knowledge if they are to
successfully exploit their skills. The extent to which organisations will be willing to
co-operate in this process would depend to a great extent on the nature of human
resource management (HRM) policies and practices. This paper, which is based on an
empirical investigation of the role of HRM in KM, analyses the problems related to
KM and the probable solutions through HRM. It argues that since knowledge is the
unique human capability of making meaning from information, employees should be
the focus of any KM initiatives. The consequences of poor HRM practices on KM
initiatives are discussed and some observations are made about the importance of a
‘no-blame’ culture and trust to effective KM within construction organisations.
From Philippines, Philippine
11might be the key to organisation success. In most construction organisations such
knowledge is dispersed and fragmented, since much of it exists in diffuse social
networks. To prevent failure, knowledge management (KM) has to be properly
implemented in organisations. This invariably implies that construction organisations
must address the needs of workers who supply this knowledge if they are to
successfully exploit their skills. The extent to which organisations will be willing to
co-operate in this process would depend to a great extent on the nature of human
resource management (HRM) policies and practices. This paper, which is based on an
empirical investigation of the role of HRM in KM, analyses the problems related to
KM and the probable solutions through HRM. It argues that since knowledge is the
unique human capability of making meaning from information, employees should be
the focus of any KM initiatives. The consequences of poor HRM practices on KM
initiatives are discussed and some observations are made about the importance of a
‘no-blame’ culture and trust to effective KM within construction organisations.
From Philippines, Philippine
Dear Linyram, What would you like to say? Can you please be a little clear? With regards, Madhusudan
From India, Vijayawada
From India, Vijayawada
Dear Linyram,
What do you mean by "HR policies and industry practices..this is my idea..." Have you written a paper or copy/cut and pasted from a paper written by Anthony Olomolaiyeand Charles Egbu in 2005 and available at
http://www.arcom.ac.uk/-docs/proceed...e_and_Egbu.pdf ?
From United Kingdom
What do you mean by "HR policies and industry practices..this is my idea..." Have you written a paper or copy/cut and pasted from a paper written by Anthony Olomolaiyeand Charles Egbu in 2005 and available at
http://www.arcom.ac.uk/-docs/proceed...e_and_Egbu.pdf ?
From United Kingdom
HR POLICIES AND PROCEDURES
This factsheet gives introductory guidance. It:
• Highlights the main policies and procedures that organizations need to consider
• Looks at formatting a policy and sources of information
Introducing HR policies and procedures gives organizations the opportunity to offer a fair and consistent approach to managing their staff. For more on why HR policies are introduced, see our fact sheet HR policies and procedures: why introduce them?
11 Policy or practice areas those are crucial to effective people management and development:
• Recruitment and selection
• Training and learning/development
• Career opportunities
• Communication
• Employee involvement
• Team working
• Performance appraisal
• Pay satisfaction
• Job security
• job challenge/job autonomy
• Work-life balance.
Not all policies and procedures will be relevant to all organizations, and some policies are required by law while others are to promote good practice.
The following paragraphs indicate the range of possible policies which apply during the employment life cycle - more detailed information and the legal requirements on each of these areas is included.
From India
This factsheet gives introductory guidance. It:
• Highlights the main policies and procedures that organizations need to consider
• Looks at formatting a policy and sources of information
Introducing HR policies and procedures gives organizations the opportunity to offer a fair and consistent approach to managing their staff. For more on why HR policies are introduced, see our fact sheet HR policies and procedures: why introduce them?
11 Policy or practice areas those are crucial to effective people management and development:
• Recruitment and selection
• Training and learning/development
• Career opportunities
• Communication
• Employee involvement
• Team working
• Performance appraisal
• Pay satisfaction
• Job security
• job challenge/job autonomy
• Work-life balance.
Not all policies and procedures will be relevant to all organizations, and some policies are required by law while others are to promote good practice.
The following paragraphs indicate the range of possible policies which apply during the employment life cycle - more detailed information and the legal requirements on each of these areas is included.
From India
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Aligning HR Policies to Business Objectives.ppt
HR policies & procedures May 2007.pdf
Index of HR Policies.docx