We are at the moment in a period, where that knowledge resource is an indispensable tool. Management of Knowledge provides Human resources management a sustainable competitive advantage. Even though acknowledging knowledge resources or managing knowledge is not an easy task for the fainted heart. Organisations know that it is necessary to manage knowledge resources in a more organised and effective way. This development is further driven by the potential of technology to improve both learning achievement and skill acquirement. Adults who use educational technology can acquire greater knowledge and develop active learning skills, problem solving skills, and critical thinking skills (Hopey, 1999, p. 26)
A knowledge resource comprises a range of collection of information of ideas, knowledge and wisdom, therefore when the whole lot becomes together to cooperate means to an end for confusion across the organisations. For HR management to make use of the knowledge resources, they need to develop knowledge management programmes within the organisation and that is also capable reach the organisation’s objectives, such as such as distribute intelligence, improved productivity , or even gain competitive advantage over competitors. What knowledge management a programme manages to achieve is to create build up of function of knowledge through out the organisation. Knowledge Management, therefore, attempts to bring less than one set of practices, but more various strands of thought and practice. There are couple reasons why organisations are jumping in to the wagon and trying out knowledge management programmes. What drives and motivate organisations to be more interested in knowledge resources. The main reason for those organisations is to gain competitive advantage, by creating faster learning schemes and more innovative knowledge distribution, as it might lead to better innovative ideas and excellent reliable practice and reliable knowledge that can be accessed through out the organisation. Regardless of the organisation, it participate on the bases of knowledge management programmes
Although most HR management in general are largely based knowledge management, people still continue to be the driving force behind knowledge management. (Newman 1999). An organisation seeks to add value by creatively identifying, put into operation, and put together knowledge resources in exceptional way. Nevertheless do not get the wrong idea, knowledge management is not about re-engineering or one based on information only. It is not a trend or a way of comforting employees. There reason behind successes that is just it delivers value for their money and ensuring the best productivity possible.
The human resources management needs resources, there is need to have for organisation for tangible resources and intangible resources and one most important and cost effective intangible asses that company can have would be knowledge resources. Peter Drucker said in his famous book Post-Capitalist Society, “the most important resource is no longer labour, capital or land; it is knowledge”. So knowledge is the most important asset. Knowledge resources can provide internal network of learning and capability of providing learning opportunity in to the organisation. Human resources management are therefore compelled to identity and have leading role in the knowledge resources. Once you have determined the knowledge that HR management need, the next step to identify where knowledge resources is be a feature of and how to keep.
To define what cost-effective HR management, we need to look at what makes cost effective to an organisation and what cost effective Hr management means to a business. For Human resources management if it is to be cost effective add value and is able to stand against changing business circumstances. It need to review innovative techniques yet practical alternatives and logically show HR management’s in contributing to business performance, further more to be cost effective HR management needs to turn their cost into valuable assets. The knowledge resources increase HR management in values, as more and more employees use them and also provide a valuable opportunity to integrate knowledge in a way that enriches that the quality of the assessment making through out the whole organisation.
The first point that we need look at whether we agree on the aspect of identification and management of knowledge resources and that it could be considered important to the development of cost-effective HR management. Especially since HR is now increasingly being regarded as an important strategy needed to fulfil and achieve the organisation’s objective. The HR has evolved into becoming a very important approach in gaining competitive advantage. Human resources management is a method of maximizing economic return from labour resource by integrating HRM into Business Strategy. And as defined by Storey in 1995, HRM is a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic development of a highly committed and capable workforce, using an integrated array of cultural, structural and personnel techniques. These definitions definitely reveal the importance of HR, bearing that in mind HR management can use knowledge resources their advantage with any learning facilitate through out organizational or managing knowledge resources and intellectual assets in the employees such as individuals who are the expertise and possessed the know-how and achieve even more desirable result. As well HR can use knowledge resources force the expertise of people throughout the organisation. A knowledge resource is an answer to practically any business dilemma, such as employee ineffectiveness. Knowledge resources requirement are based around a set of behaviour, capability and motivations. Which are similar same principles of requiring the converse of behaviour instilled and learned under the Taylorism.
Human Resources can play in crucial role in developing a knowledge management programme within the organisation. As human assets become ever more important to organisations, it is reasonable that HR should take a significant role in developing knowledge management programme. It is people from which the knowledge is gained, and it is people that will be using that retained and later created. There for HR department should have a role in its development is only logical.
A good example of why knowledge resource would great advantage to HR management
Would be for example the critical tactic knowledge includes knowledge Tacit knowledge is embedded in human capital. This makes it valuable as a strategic advantage over competitors in terms of innovations, trade secrets, ideas and new technologies (Weaver 2002). From this we can add knowledge about new opportunity, threats and supply chain potential. To force this knowledge there will be frequently be need to send it to appropriate business department and staff. The contexts of knowledge have been carefully chosen to show the skills need to be developed, irrespective cost effective HR management. Knowledge resource confirms that HR management represent and signify the business and work of the future. Nevertheless Drucker (1993) observed that knowledge was becoming the significant assets in the economy now days.
Underline the conflict which can result between the management of human resources and the management of knowledge. Presents the argument that not only can these two management strategies be conducted at the same time, it is very important that such be the case since, in reality, each is a crucial element of the other. The ever changing components of business and the manner by which it is approached promoting ongoing improvements with regard to the relationship between human resources and an optimal workforce. The extent to which performance management, goal setting, benefits, performance appraisal, reward systems, career planning, development and workforce diversity interventions, employee stress management and wellness interventions are integral components in the synergistic operation of today's business world is both grand and far-reaching; the absence of consideration for any of the elements precludes the opportunity for a fully functional and productive staff. As Johnson (2002) states it shall create such environment, where management are willingly take full advantage of the overall intellectual asset of the company. The problem is that much knowledge is rooted in the human mind and can only be retrieved with its holder’s consent and free will. That is why the organisations need to set up specific human resource method to motivate people to go the extra mile to achieve company’s objective.
Conclusion
Through out the conceptual frame of this essay, it was inevitable that the centre of attention was to be found in a sequence of different aspects. Nevertheless, the crucial point was to provide evidence of reference and to demonstrate that management of knowledge resources is crucial to the development of cost-effective HR management. This essay also showed that a knowledge resource is a challenging aspect of human resource management, both for the company and to the employees. To conclude, this paper has shown an application of what was learned on subject of knowledge which focused on the field of human resources and how it affects the learning they are together. In conclusion, suggests that, in order to acquire meaningful learning in the context of a knowledge resources program focusing on the organisation, the set of courses must focus on knowledge construction. On the other hand, content must not adopt the principles of reproduction, reception or inactive learning, repetition, competition, and prescription. Moreover, this paper suggests the importance of knowledge resources to HR management. Through this combine force organisation will be result in improved individual employees and a stronger workforce.
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