SA Journal of Human Resource Management, 2005, 3 (1), 6-13

SA Tydskrif vir Menslikehulpbronbestuur, 2005, 3 (1), 6-13

THE INTERFACE BETWEEN KNOWLEDGE MANAGEMENT AND

HUMAN RESOURCES: A QUALITATIVE STUDY
HELENA SMITH
WILLEM SCHURINK
[email protected]
Department of Human Resource Management
University of Johannesburg

ABSTRACT
The aim of the study is to obtain new insight into the phenomenon of knowledge management (KM) in modern day
organisations and the role Human Resources (HR) may play in facilitating access to knowledge via knowledge
holders with the intention of contributing to theoretical and practical use within the South African context. A
qualitative methodology, specifically the grounded theory approach was followed in developing the theory. The
importance of organisational knowledge, management of knowledge and linking people to share knowledge were
found particularly prominent in influencing the role HR plays in relation to and in support of KM in organisations.
This triad formed the foundation for the theory revealing the changed role of HR to create opportunities for and
linking people with one another to share knowledge.

OPSOMMING
Die studie het ten doel om binne die Suid Afrikaanse konteks nuwe praktiese en teoretiese insig te bekom rakende
kennisbestuur in moderne organisasies en die rol wat die Menslike Hulpbron (MH) funksie kan speel in die
fasilitering van toegang tot kennis deur middel van werknemers. Daar is van ’n kwalitatiewe metodologiese
benadering, meer spesifiek die begronde teorie gebruik gemaak in die ontwikkeling van die teorie. Die belangrikheid
van organisasie-kennis, kennisbestuur en die byeenbring van mense om kennis te deel het ’n betekenisvolle invloed
op die rol wat MH speel ten opsigte van en ter ondersteuning van kennisbestuur. Hierdie drietal het die basis vir die
teorie gevorm wat die veranderde rol van MH uitwys synde gerig op die fasilitering van kennisdeling deur die
byeenbring van mense en die skepping van geleenthede.

The shift from industrialised economies and nat ural insight into the phenomenon of organisational KM and the
resources to intellectual capital, have forced executives to re- supportive role HR could play in this regard. The primary
examine the role knowledge plays in organisations and how it focus of this study is what role HR could play in augmenting
is used. The management of knowledge has increasingly access to knowledge via knowledge holders (employees). It
surfaced to become a leveraging mechanism, providing an goes almost without saying that if an organisation could be
important competitive edge within organisations. The key positioned to unleash the knowledge already in its midst, its
purpose of knowledge management (KM) is supporting position would be strengthened substantially.
continuous learning within the organisation in order to
improve the ability to cope with constant changes in the
market. Consequently KM is seen as an intentional RESEARCH DESIGN
approach aimed at eliciting required knowledge from
knowledgeable people, sharing it with appropriate people Research methodology
at the right time and putting that knowledge into action Research Setting and Participants
to improve organisational performance. KM entails a To focus the study and execute it within time and financial
complex process affected by several variables both within constraints, only selected individuals situated in South
and outside the organisation. Finally, for KM to be effective, Africa’s Gauteng Province was included. The study’s unit of
a holistic approach needs to be followed supported by a analysis was individuals, via knowledge managers in
strong and aligned foundation of enablers, inter alia Human organisations or individuals knowledgeable on the topic. The
Resources (HR). sample was relatively small due to the limited number of
individuals knowledgeable on the topic and organisations who
However, at the outset, information technolog y have attained success in this area. English and Afrikaans
overshadowed HR in respect of KM in the organisation, speaking participants of both gender groups participated in
almost claiming the role of sole driver. In spite of huge the study. All participants held post-graduate qualifications
sums of money being spent on IT systems and infrastructure, and have had extensive exposure to the corporate world, both
an insignificant correlation between an organisation’s IT nationally and internationally. Participants were either self-
expenditure and its financial performance was found thus employed or occupied senior positions in companies within
far (Davenport, 2000). The reason for this is a general the private sector.
disregard of the human side of the information equation
in most IT programmes that "take little account of Data collection method
what information people want or need and how they use To determine the viability of the study a pilot study was
it" (Davenport, 2000, p. 9). Experience has since proved conducted and literature on the topic studied to obtain clarity
that knowledge is created via the interaction of humans on the relevant terminology. Three preliminary interviews
using certain tools or mediums. According to Boshyk, "the were conducted during the viability study, followed by seven
concepts of knowledge management are essentially people- focussed interviews for the main study. The qualitative
focussed and technology enabled, not technology driven” (2000, selection procedure was theoretical sampling and the method
p. 52). Even though people hold the key to valuable of sampling employed was snowball or chain sampling, where
knowledge, this linkage of people to knowledge is not cases of interest were identified “from people who know people
generally realised or applied. The study strives to obtain new who know what cases are information rich” (Denzin & Lincoln,
Requests for copies should be addressed to: W. Schurink, [email protected]
1994, p. 28). Multimethods were employed in the research,
with unstructured in-depth interviews as the principal method

6
 KNOWLEDGE MANAGEMENT AND HUMAN RESOURCES 7

of data collection supported by participant observation. The

study took place in the actual/natural work setting of the
participants where rich insider data was solicited in order to
explore, describe and comprehend the dynamics of the
situation and the meanings attributed to it. Short notes were
made during the interviews and field-notes compiled after each
interview. These, as well as audio tape recordings were
analysed, stored and safeguarded.

Execution
Qualitative research methods were used in the study to
discover, describe and move towards an understanding of
the participants’ social construction of KM and HR. The
tradition of grounded theory (GT) was employed being “a
qualitative research method that uses a systematic set of
procedures to develop an inductively derived grounded theory
about a phenomenon” (Strauss & Corbin, 1990, p. 24). The
GT approach consists of data collection, note taking, Figure 1: Emerging categories and properties from the data
coding, memoing, sorting and report writing and the analysis
objective is to intimately link the research to the reality of
the participants and to allow the findings to emerge from
the words spoken by the participants. The approach does The organisational context
not test a hypothesis; it sets out to find which theory Although the study focused on the areas of HR and KM, it soon
accounts for the research situation as it is. Data analysis became clear that these two areas could not be disengaged from
was performed following the constant comparative method the bigger environment, vide that of the organisation. From the
(Glaser & Straus, 1967) being a set of structured and interview data, it is clear that the organisational context plays a
systematic procedures that involves the concurrent critical role in providing the environment and shaping the
collection and analyses of data. Coding strategies were application of both HR and KM. The following six concepts
utilised to break down the qualitative data that were were elicited:
grouped into meaningful units and labelled in order to
Organisational strategy. The importance of strategic planning
generate concepts. These concepts were grouped into was reiterated and furthermore that KM in an organisation
descriptive categories or themes and re-evaluated for should be linked to and support the overall organisational
meaningful interrelationships and recurring themes which strategy. This strategic intent and business focus of the
led to the evolving of gradually higher order categories organisation would require the availability of specific and
necessary for theory construction. current knowledge as well as dictating what knowledge is
required to sustain the intended strategy in future. The more
Ethical and professional considerations were adhered to and
effectively organisational knowledge is harnessed and
decisions taken complied with the existing rules governing
utilised, the better it can support the organisational strategy,
the relationship between the researcher and his or her
necessitating the development and implementation of a
research participants and the entire research process. This in
knowledge strategy.
particular refers to the researcher’s “obligations or

Organisational culture. KM is about sharing and everybody in
responsibilities towards the practice of science (professional
the organisation should be involved in the application and
ethics), society, the subjects of science and the environment”
practicing thereof. By incorporating KM as part of the
governing the study (Mouton 2002, p. 239). As far as data
business process, it becomes an essential part of the way
analysis is concerned, the GT approach provided a set of
things are done in a particular organisation and are infused
clearly defined steps that was followed in order to gather
in the overriding culture, but if there is no cooperative and
data on the participants’ construction of reality as well as to
sharing culture, knowledge will pass unrecognised and
reach an understanding thereof. Trustworthiness of the
under-utilised.
study was established by providing a detailed overview,

Management involvement. Successful KM is reliant on senior
examples and excerpts of the application of the GT
management’s understanding of the benefits of internal
approach1. To avoid undue subjectivity, personal discipline knowledge and how they see it unfolding in the organisation.
was exercised together with rigorous examination for From management’s side a common vision in relation to KM
personal bias at each stage of the research process. The needs to be conveyed, and their commitment to, support of
discussion of the results is based on the interview data and and involvement in the KM process visually displayed.
provides an authentic synopsis on how the participants
Organisational structure. An organisation’s knowledge base
viewed the concepts and ensures that the emerging theory should be seen as a valuable asset and managed accordingly,
can indeed be traced back to the data. influencing organisational structures and affecting
organisational change and development. This requires
different approaches, as well as structural, paradigm and
RESULTS behavioural changes in people and the organisation where
each business unit should take ownership of the knowledge
As depicted in Figure 1, three themes namely that of the in their midst and optimally manage it to improve
Organisation, Human Resources and Knowledge performance. The work environment needs to be restructured
Management were found relevant in the role HR plays in and reorganised to ease access to and link employees with one
relation to and in support of KM in the organisation. another to provide for knowledge sharing. The creation and
Categories developed from each of these themes were the implementation of units of work, projects, teams and
importance of organisational knowledge and knowledge communities of practice are aimed at connecting people to
must be managed, for the current and future existence of share information and best practices.
the knowledge organisation. Link people to share knowledge
The knowledge organisation. Knowledge/modern organisations
surfaced as the core category (the category that appears are confronted with constant and rapidly changing
central) in the study. The various categories and their links to circumstances underscoring the concept of the learning
the core category provided the theory. organisation, continuous development and innovation. The

1 For a comprehensive exposition of GT, interested readers are requested to consult Smith (2004).
8 SMITH, SCHURINK

knowledge organisation also opened a new and different people and encourage them to start talking to one another.
working environment, requiring different skills, behaviour Due to the volume of knowledge, it needs to be extracted and
and expectations from employees and management alike. validated and this should ideally take place within a setting

Organisational knowledge. An organisation’s knowledge is the where people trust one another.
hub where knowledge is contributed to and accessed to
Training and development. Knowledge organisations are
execute business processes as well as current and future focussed on continuous learning, development and
strategies. Organisations need to know what knowledge innovation, this requires developing and training workers for
resides in the organisation and it requires the identification a different working environment. Workers furthermore
and ‘mapping’ of knowledge and knowledge holders. require different skills in the knowledge organisation and
Organisations should decide on the essential knowledge need to be trained and developed in inter alia what, when,
required for core business processes and in support of the how and where to share, access and use knowledge. KM
organisation’s strategy and refrain from capturing involves continued learning from other either via
unnecessary knowledge. observation, learning from experience (sharing of lessons
learned and best ways of task performance), learning from
The Human Resources context experts, mentorship programs and storytelling.
From the interview data, ten concepts came to the fore. One
Change management. KM and the concept of knowledge
concept that stood out as the linchpin is a ‘sharing culture sharing necessitate a change in the familiar ways of doing, i.e.
within a trusting environment’. This finding is not surprising management perspectives, behaviour as well as mind and
since the presiding culture and environment where sharing takes paradigm adjustments. HR notably plays an important role in
place form the basis for and inform all other activities. The managing the change surrounding the implementation of a
relationships between the concepts are dynamic and KM approach, not only to address the people issue, but also
interconnected, eventually functioning as a system in to redesign processes and procedures to assist the
symbiosis. Optimal functioning within the HR context will be organisation in utilising its assets optimally.
limited when there is no synergy between the various HR
Processes (course or progress) and procedure (way things are
concepts as well as with the other two related themes done). Processes and procedures have to be developed to
(Organisational and KM contexts). connect people with one another to enable knowledge

Role and function of HR. Knowledge and knowledge workers sharing and to ensure that KM eventually becomes part of
have become the most important resource or asset in the organisational business processes, requiring the optimal
knowledge intensive organisation. This focus on knowledge alignment of people, technology and business processes.
changed the role and position of HR from personnel
Policies. HR as driver of organisational policies has an
administrator to one of strategic role player and asset important role to play in the development of KM related
manager. However, HR principles remained the same, HR is policies and in ensuring process alignment and adherence to
still responsible for human resource/capital management in policies and procedure.
the organisation.

People (human capital) management. Accompanied by the rise in The Knowledge Management context
the modern economy, a new/different focus on the employee Three concepts emanated from the interview data. Striking is the
and its value to the organisation has arrived. Knowledge workers increased focus on intangibles i.e. knowledge that replaced
have to be managed differently and in such a manner that access tangible assets and that has to be unlocked, optimised and
to the knowledge asset can be secured. Knowledge workers also actively managed.
have different needs, and opportunities should be availed for
Understanding the concept ‘Knowledge Management’. KM is
innovative and independent thinking and individualism should neither information nor document management and its
be encouraged. measurement is difficult. KM is still a novelty in some

Recruitment. Knowledge organisations need workers with organisations and there is a need for practical lessons learned.
different skills and perspectives, resulting in different The term ‘Knowledge Management’ is limiting and not
recruitment and selection strategies. The focus is on the descriptive since knowledge cannot be managed; only the
employment of ‘smart’ and resilient people who are people possessing it. KM infused new organisational
innovative and curious and have the ability to work in teams processes and practices and had an impact on organisations’
or groups with the aim of sharing expertise. functioning and social aspects.

Retaining knowledge and knowledge workers. HR has an
KM’s function in organisations. Organisations that are serious
important role to play in developing strategies, measures and about KM require the development and implementation of an
policies to retain particular knowledge workers and their integrated KM strategy with a definite focus that is linked to
knowledge. A challenge is the creation of an intellectually the organisational strategy and organisational processes. KM
stimulating and challenging working environment, focussing should be part of the organisation’s everyday functioning
on continuous learning, innovation and the intellectual where everyone understands its importance and takes
growth and development of employees. Another challenge is ownership of it. The identification of organisational
implementing effective knowledge transfer methods e.g. knowledge also includes locating knowledge experts and all
mentorship and pre-retirement programs. of this has to be captured and customised according to the

Measuring and managing performance. The measuring of organisation’s strategic needs and circumstances.
especially tacit knowledge is difficult and measurement tools
KM and the employee. KM becomes a collective responsibility
should be organisation specific, linked to the overall not only to share and contribute to the knowledge base, but also
organisational strategy and knowledge requirements, and to utilise it. KM should be linked to bigger business processes
specified in the individual’s job description and performance and form part of each employees’ role and function and
agreement. Financial rewards are not necessarily the best formalised in e.g. job descriptions and performance agreements.
choice as knowledge workers tend to value non-financial
incentives e.g. overt recognition as important.

Sharing culture within a trusting environment. Knowledge DISCUSSION
sharing does not come naturally, but within a safe and
trusting environment, the spontaneous sharing of knowledge Knowledge and the knowledge organisation
will occur more readily, thereby establishing an alignment Global competition and competing economies forced many
between the overriding culture and the behaviour of sharing. organisations to change their accustomed ways of doing,
Time, opportunities, structures, policies, and procedures demanding a focussed strategy and innovative thinking and
need to be established and aligned with the aim to connect processes to remain in the forefront (O’Driscoll, 2001, Gratton,
 KNOWLEDGE MANAGEMENT AND HUMAN RESOURCES 9

2003). Due to a scarcity in natural resources, modern or what happens in people’s brains, and it is presumptuous to say we
knowledge organisations increasingly depend on the knowledge can manage people’s thought processes” (Koulopoulos &
contained in the organisation to succeed and remain Frappaolo, 2000, p.18). These assumptions represent the
competitive (Boshyk, 2000, Davenport & Prusak, 2000, starting-point for HR, namely the effective management of
O’Driscoll 2001 & Gratton, 2003), necessitating the sharing of people so that their knowledge is made available to the
knowledge across boundaries and between different cultures organisation. The aim should be to encourage the extraction
(Andrew, 1999a, Brelade & Harman, 2000). Modern and sharing of knowledge by creating dynamic connections
organisations have become highly knowledge-intensive with KM and using technology to link knowledge and people within the
becoming an essential function in modern and big working environment. In this respect the focus is not as such
organisations. Knowledge, and subsequently managing it, should on the management of knowledge per se, but on creating an
have a broad impact on the organisation and for this reason it enabling environment with optimal circumstances and
needs to be either integrated with the organisation’s strategic mechanisms that could facilitate the generation and flow of
direction, or take the existing strategy in a new direction. knowledge throughout the organisation. This represents a
continuous circle where each part plays an important role and
In addition to collecting knowledge, knowledge should also be therefore the need to integrate KM and HR management
converted into action since knowledge and information are of initiatives within the organisation, and more importantly, to
limited value unless purposefully applied – “action or the ability identif y and understand the role HR can play in strengthening
to take action is what makes knowledge valuable” (Rumizen, 2002, the organisation’s knowledge.
p. 6 & p. 8). This shifts the focus beyond the mere sharing of
knowledge towards the creative and innovative use of internal Literature and interview data acknowledge that human capital
knowledge. The creative use of knowledge requires a re- (the combined talents/mindsets, skills and knowledge of
evaluation of the manner in which the organisation utilises employees to provide customer solutions (Saint-Onge, 1996,
information and knowledge, moving towards applying Stewart, 2001)) have become a pivotal role player in
knowledge in innovative ways, breaking away from traditional knowledge organisations. This leads to HR’s role and function
and outdated habits, structures, processes, procedures and becoming the steward of human capital, entrusted with the
prescriptive intellectual paradigms. Managing knowledge responsibility of managing and optimising the human asset
production and application, necessitates the coordination of a component in knowledge organisations. To give effect to this
variety of processes and procedures, the involvement and role, HR has to perform various roles including that of
support of management as well as the co-operation and buy-in strategic partner, knowledge facilitator, HR management
of employees. expert and change agent.

The role of technology HR as strategic partner

In facilitating KM practices, technology is used as an enabler to The change from industrial to modern/knowledge organisations
ensure that relevant information is widely available with has caused a paradigm shift on all conceivable levels. Not only
minimum delays in time and cost. The use of technology has it influenced organisations, labour and employees, but on
particularly as recording medium comes into play since “between HR as well. Nowadays HR is increasingly recognised as a pro-
60 to 80 percent of an enterprise’s information is non-structured, active and strategic role player in the organisation (Becker &
generated during a business process but unrecorded” (De Klerk, Huselid, 1999). Additionally, as implementer of the
1999, p. 13). This underscores the importance of capturing, organisational strategy and being guided by it, HR is
structuring and packaging corporate brainpower in a structured unquestionably linked to the organisation’s strategy and future
data environment from where it could be made more widely intent, “Human Resources (increasingly) has to take on a more
accessible to employees; hence enhancing knowledge sharing, strategic role moving away from its focus on exclusively people and
enabling knowledge retention, allowing collective knowledge talent to helping line management building capabilities to grow the
growth, the shortening of lead times and improving business” (Ulrich, 2002, p. 12).
productivity. This again emphasises the necessity of a
HR has progressed from an administrative function, typically
technology component linked to KM, e.g. data warehouses,
regarded as a cost centre, to become a pro-active and strategic
workstations, networks, databases, search engines, browser
role player that has to ensure that the organisation is equipped
access to back-end systems, and software application tools. Such
with the right ‘assets’ (employees). HR has to turn into a
a database ought to be developed to ease access to knowledge
business partner adding value by building and unleashing
experts, capture knowledge, contain knowledge that is of
employee capabilities to develop the business. This calls for a
strategic value and beneficial to the organisation’s business, and
review of HR’s mandate, an expansion of its traditional
improve services and processes. In addition knowledge must be
boundaries, and its subsequent acceptance of a new role.
updated continually.
Focusing on business level outcomes, HR requires a
It is important to bear in mind that the focus of technology fundamental understanding of the organisation’s asset base as
should not be on storage per se, but on connecting people with well as the ability of identifying unexploited assets which may
one another, e.g. knowledge maps or Corporate Yellow Pages. It very well limit its capability in achieving business goals.
is furthermore advisable that a uniform and standardised set of Implementing its strategic partnership role requires innovative
desktop applications is implemented to enhance the exchange of practices on the part of HR practitioners. HR practitioners need
documents and communication. When organisations decide to to be competent not only in functional human resource
apply KM principles, they have to consider their current IT management (HRM) expertise, but also conversant with the
infrastructure and particularly the level of IT literacy. In organisation’s strategy, business dynamics, systems, processes,
investigating and considering means to share tacit knowledge, change management and KM.
organisations need to become innovative and should develop
Although the term ‘employees are our biggest asset’ has been
methods to unlock such knowledge without suppressing it with
omnipresent for some time, it has become all the more
complex technology neither understood nor applied.
pertinent, not because of what employees can do but for the
knowledge they possess. To comply fully with the role as asset
The role of HR in relation to KM
manager, it has become essential that HR should form part of
The present study acknowledges the fact that KM is crucial in
strategic management teams in order to understand the
the knowledge/modern organisation and that knowledge
direction in which organisations are moving and to position
originates and resides in human beings. It is therefore a
itself to meet both present and future staffing needs. To
“misnomer to say that we manage knowledge. We cannot manage
address staffing needs at the appropriate time, HR not only
10 SMITH, SCHURINK

has to latch on to organisations’ vision and strategy, but also underscores that employee commitment and trust levels are
has to appreciate and be fully acquainted with the various not likely to emerge unless “employees are treated with respect
businesses and processes. This requires HR to familiarise itself and are provided with job security, a share of the economic
with existing organisational knowledge/skills bases, being benefits, significant opportunities for skills development and
conversant with the knowledge required by them, being substantive participation in decisions” (Porth, McCall & Bausch,
informed on the availability of and accessibility to the 1999, p. 216). Subsequently trust has replaced traditional
possessors of this knowledge and where to locate them. This binding and employment-enforcing contracts, which now
role involves more than mere forecasting, staffing, need to be reflected in organisational policies and procedures.
maintenance, training and development. It also entails a We foresee trust becoming an even more important factor in
strategising and advisory function, e.g. when the organisation future business. Trust and personal contact are intimately
plans to move in a new direction, HR in particular has to related and for this reason it is important to establish how
advise on the feasibility of such a step, based on their inherent individuals respond to and interact with fellow employees. In
knowledge of the internal knowledge base, the external order to optimise the fine balance between individuals,
knowledge market and the availabilit y of specialised organisations need to return to and instil basic humaneness –
knowledge sources. being more caring and co-operative towards one another, and
more inclined to share knowledge with others. Von Krogh,
Acknowledging the importance of knowledge and employees as Ichijo and Nonaka (2000) regard care as the essence of
strategic assets in organisations undeniably changes the manner knowledge enabling and this requires a new generation of
in which employees are viewed and managed. This has managers where ‘care’ becomes part of their agendas. More
undeniably changed the role of and how the employee is viewed specifically, HR needs to understand when, why, where, and
and managed, which, in turn, requires that HR practices need to how people interact with each other and they should
change and adapt in order to build an employee value create opportunities to foster empathy and care in
proposition. Knowledge workers have diverse needs and prefer organisational relationships.
an environment that best suits their way of working and
particular style. Such an environment concentrates on employee The importance of integrating KM and more specifically
satisfaction where a challenging job, exposure to new knowledge sharing as part of the overall organisational culture
technology, career opportunities, work environment and on-the- is underscored by both literature and interview data. The
job training are rated more important than money (Andrew, management of culture is one of the additional HRM practices
1999b). This has implications for both management principles and “HR professional need to understand that they are the keepers
and practices since “the knowledge economy has drastically of the culture and that their impact reaches well beyond their
changed many traditional business and human resource functional boundaries” (Becker, Huselid & Ulrich, 2001, p. 160).
management concepts and we are beginning to see the evolution of A collaborative and sharing culture is not established
new and different management styles to accommodate the new work overnight and naturally has to be sustained. “Cultural factors
environment” (Andrew, 1999b, p. 64). Furthermore, this could usually entail long-term change, and probably will hinge on the
include a clear sense of purpose, caring management, flexible types of people a company hires and the reasons they come to work
benefits, open communications, an enjoyable work there in the first place. In the short term, however, a firm can
environment, performance management, reward, recognition, begin to foster a knowledge culture in part through such means as
training and development (Probart, 2002). education, incentive programs and management example”
(Davenport & Prusak, 2000, p. 115). In such a culture, a sense
HR as knowledge facilitator of mutual obligation reigns where employees help one another
Reaching those who have the necessary knowledge and with these efforts eventually becoming a self-perpetuating
willingness to share it is certainly one of the biggest challenges cycle. A sharing culture is inter alia enhanced when employees
facing HR. One of the most prominent roles of HR in knowledge have a positive orientation towards knowledge and are
organisations is subsequently that of knowledge facilitator. The intellectually curious. This is linked clearly to the type of
crux of knowledge sharing and transfer strategies does not entail employees attracted, recruited, appointed, and retained by
the collection and dissemination of information, but rather the organisations. Such employees are furthermore eager, and
creation and maintenance of an enabling environment as well as should be encouraged to explore new knowledge within a
linking knowledge workers with one another to share learning and flexible atmosphere where they can examine and
knowledge. Creating a stable and trusting internal working share ideas. Management also needs to acknowledge
environment, accompanied by low fear and high trust levels, employees’ knowledge-creating activities by means of a fair
could improve knowledge sharing and validation, whether in a and consistent incentive and reward system/program.
one-on-one relationship or within groups. Additionally, care should be taken that the effect are
minimised of possible factors that could inhibit the sharing of
The level of trust in an organisation represents a major factor knowledge, e.g. imprudent downsizing and hostile mergers
that not only determines the extent of knowledge sharing, but and/or acquisitions shown to have inhibited knowledge
also the prospect of value creation (Saint-Onge, 1996). Mutual sharing (Von Krogh et al., 2000).
trust is at the heart of knowledge exchange and no knowledge
market can operate effectively without it. “Trust can defeat Human Resource Management in knowledge organisations
other factors that positively affect the efficiency of knowledge Effective KM subsequently calls for the successful management
markets. Without trust, knowledge initiatives will fail, regardless of an organisation’s human resources. Organisations that value
of how thoroughly they are supported by technology and rhetoric innovation as a growth factor have instilled rigorous selection
and even if the sur vival of the organization depends on effective processes, supported by internal career opportunities, formal
knowledge transfer” (Davenport & Prusak, 2000, p. 34). training systems, appraisal measures, employee involvement,
Relationships will therefore not flourish in organisations and secure employment (Gratton, 2003). There is general
infused with untrust worthy behaviour, mistrust, env y, agreement that knowledge-driven organisations can increase
competition amongst employees, and negative attitudes. Trust their potential value through equipping themselves with not
is not developed instantly and must be demonstrated in a only the most suitable, but also the right candidate.
visible and direct manner. Employees must witness trust in the
acknowledgement of knowledge sharing, which should The role of HR in the staffing process has become significant
commence from top management level and flow downward not only in who should be appointed but also as to how
through the organisation. In Karl-Erik Sveiby’s words: “Trust is recruitment needs to take place within knowledge
the bandwidth of communication” (Van der Westhuizen, 1999, organisations. This is implemented by marketing the
52). Evidence from both the literature and the interviews organisation in order to attract desirable candidates, ensuring
 KNOWLEDGE MANAGEMENT AND HUMAN RESOURCES 11

that the right knowledge workers are recruited and placed manifested in behaviour. For this reason performance
within a suitable work environment, thus encouraging them to management systems should focus on “what is learned and how
share their knowledge with their colleagues. “The financial that learning is applied” in reaching individual as well as
investment in the recruitment of new human capital can return organisational objectives (Narasimha, 2000, p. 130). Measuring
immediate value if you are able to recruit staff who possess tacit knowledge, although difficult, can be conducted by
knowledge that does not already reside in the organisation” (Gray, evaluating explicit demonstrations in the form of
2001, p. 38). This will also lead to a more flexible recruitment contributions made to knowledge sharing and assessing the
process, where the urge is no longer on filling jobs, but “to hire degree to which employees succeed in exploiting their
people who already have the needed skills” (Foley Curley & knowledge competence in terms of breadth, depth, diversity,
Kivowitz, 2001, p. 58). This process requires the identification and innovation. Clearly, HR has an important role to play not
of the required skills and knowledge gaps and then establishing only with regard to designing and developing performance
a program that will attract committed people with desirable management systems, but also in equipping management to
competences, and place them in the right places, for the right assess knowledge workers’ performance.
duration and at the right cost (Walker & Perrin, 2001).
Consequently, the primary focus should be on employing The role and responsibilities of HR regarding both formal and
open-minded employees who display lateral thinking, have the informal training and development have increased in
ability to work in teams or groups and are willing to share knowledge organisations where skills and competencies of
their knowledge and expertise. To keep pace with the changes workers require continual expansion and improvement to
in the working environment, knowledge workers should show maintain set levels of performance and productivity. Training
a willingness to grow and develop, as well as the need to be initiatives have for a number of years focussed primarily on
flexible, innovative, and creative in their thinking. individuals in a formalised setting. Within knowledge
Furthermore, they must apply knowledge in task execution, organisations, the focus has shifted to continual learning. This
have the capacity to learn new skills continuously and adapt to implies that training interventions have to be adapted in order
a variety of circumstances and cultures. to provide for other means of acquiring skills emphasising
communal learning. In knowledge organisations, learning,
The recruitment and selection of the desired employees should either by means of mentorship, on-the-job-training, or in
be supported by initiatives and measures to retain knowledge communities of practice, has become a communal activity
workers, to utilise their skills and knowledge optimally and to where knowledge and information is exchanged between
expand on existing knowledge levels. Knowledge workers have employees in a more informal environment or within the work
a different view of work and the organisation with an increased environment (Walker & Perrin, 2001, Wenger, McDermott &
“strive for quality of life, community, self fulfilment and higher Snyder, 2002). Partnerships, communities of practice, peer
order values” (Verwey, 2003, p. 9). In accommodating and assistance, mentoring, or apprenticeship relationships are
retaining them, alternatives need to be found which would regarded as effective ways to enable people to talk and listen to
enable individuals to meet their personal aspirations as well as each other. Organisations should realise that opportunities for
to make choices that would suit their personal life styles, knowledge creation are lost when space for appropriate
which vary according to different life stages (Probart, 2002, learning activities is not created. In spite of tight work-
Verwey, 2003). Retention programs aimed at addressing schedules, official time should be made available for
individual employee requirements are becoming increasingly knowledge workers to impart what they know, utilise
important with a change in working environment as well as knowledge and/or search for what others know. It can be
management styles. This could open up various changes in HR accepted that knowledge workers will barely contribute to a
practices, processes, and procedures, e.g. greater flexibility in system if they have to do this in their ‘own’ time. “Time is the
work schedules, pleasant working conditions, changes in main enemy of knowledge management, followed closely by fears
psychological contracts and job descriptions. Therefore, in of abuse, and, at a distance, by the more common desire to retain
retaining organisational knowledge, particular attention power” (Snowden, 2003, p. 25).
should be paid to succession planning, pre-retirees,
downsizing and retrenchments. In order to address these Consequently, learning becomes part of everyday
strategic staffing/knowledge needs, HR practitioners need to organisational processes, with a higher onus being placed on
be conversant with the organisation’s strategy and business as employees taking responsibility for their own learning. This
well as understand the justification for specific recruitment obviously requires a paradigm shift by employees, management
and retention needs. and HR that has always been regarded as the primary provider
of training in the organisation. Furthermore, employees need to
Knowledge organisations depend on knowledge sharing and for learn how to locate, extract and use knowledge optimally. In
that reason should encourage, acknowledge and recognise particular, they should learn what knowledge has to be captured
those employees who contribute to and use its knowledge base. in the knowledge base and how this should be done to ease
This necessitates that tools and measures employed to assess future access.
performance should be objective, trustworthy and have a clear
link with both strategy and valued knowledge. Organisations HR as change agent
should be aware that various employees view rewards KM and the concept of knowledge sharing have instilled a new
differently, placing high value on being recognised as a approach and practices in organisations. Therefore, not only will
knowledge expert. Thus, to support effective KM, performance processes and procedures need to be changed, but behavioural
management should include both financial and non-financial and paradigm adjustments will have to be made. Van der
rewards. More specifically, performance management should Westhuizen is of the opinion that KM should be seen as a ‘change
tie in with the sharing and learning culture where the focus is management term’ where it is regarded as a “messenger that brings
on continuous improvement, innovation and creativity. In us tiding of a new era of organisational design, an era where vague
cases where experimentation and discovery give rise to new outlines may already be seen” (2002, p. 94). Due to HR’s strategic
ideas and products, the development of exploratory learning position and influence it can either be a hindrance or enabler of
should be encouraged. These steps would entail that rapid organisational change. Therefore it is important that HR is
organisations and management tolerate mistakes and failures not only positioned as part of organisational strategy, but also of
as part of a learning process. “Appraisal systems need to measure organisational change initiatives.
not only outcomes but also the modus operandi of the new idea
originators and developers” (Narasimha, 2000, p. 129). The need for continuous innovation and creativity clearly
Knowledge creation and sharing of course, do not count for demands a change both in management styles and the
much if the knowledge that an employee harnesses is not working environment to provide for, encourage, and recognise
12 SMITH, SCHURINK

different thinking styles. Meeting this need necessitates innovative and creative thinking. Furthermore, this requires
different managerial approaches, since strict command and more in-depth study of the most feasible methods and practices
control approaches will only restrain explorative thinking. In to develop such skills.
addition provision needs to be made for an environment that
fosters the discussion of ideas, innovative thinking, This leads us to the knowledge worker, who has a certain value
experimenting with new ideas, and even providing room for and worth to offer but also demands a balance in his/her work
trial and error. One such solution is communities of practice and life. Flexibility in processes and procedures needs to be
where employees could not only collaborate to share and instilled in order to accommodate the needs of knowledge
validate knowledge, but also enhance the organisation’s workers, with the crux centring on product delivery and not so
knowledge base. It is reasonable to expect that increasingly much being present at the office. This we believe will demand
one will witness a change in organisational structures, organisations adapting their perceptions of employees as
working environments and employee demographics to valuable assets and to a lesser extent as mere workers. The
accommodate skilled knowledge workers. Additionally it can knowledge worker conversely has to ensure that his/her
be expected that knowledge workers would consequently inherent worth remains valued, necessitating continuous up-
require and be granted more freedom as to how they arrange skilling and development. Knowledge workers should
and accomplish their work life. understand that employment can no longer be guaranteed and
that they have become the custodians of their own careers and
Conclusion progression. They also need to realise that they are recruited
This study stresses the importance of the relationship between based on their intrinsic knowledge which they have to share
and dependence of KM on human resources in business with others, necessitating abilities to share and collaborate
organisations. This is in agreement with Davenport and Prusak with others and requiring a change in the behavioural patterns
who note: “One of the heartening things we have recently observed of people who hoard knowledge.
is the increased interest in knowledge management among human
Due to time and financial constraints the study was conducted
resource managers. We interpret this as a sign that organizations are
in Gauteng Province only. A wider array of participant
realizing the vital connection between knowledge-oriented
viewpoints could have been collected if a bigger sample could
behaviour and overall employee performance” (2000, p. xiii).
have been included in the study. Due to the complexity of the
Although we find it inspiring to note that HR as important and
GT approach it is advisable that future researchers should
strategic role player is now at last starting to get the recognition
have experience of and exposure to this approach and
it deserves in South Africa, we believe that a level of ignorance
demonstrate certain qualities e.g. interview skills before
remains regarding the value of human knowledge and the role
embarking on this approach.
HR can play in this regard. We therefore recommend that the
basic principles of HRM be included as subject matter in the Within the knowledge organisation, HR and KM portray
curriculum of and training of KM practitioners and vice versa. significantly common characteristics with both focussing on
Furthermore, since knowledge has become the crux for harnessing available knowledge assets, optimally utilising them,
organisational performance, we suggest that KM be included in and preventing them from flowing out of the organisation.
all management and leadership training courses and studies. The Until organisations recognise the fact that they are literally
fact that a few local academic institutions are moving in that sitting on a goldmine, knowledge, we believe KM and
direction is welcomed. subsequently the role that HR plays in this regard will not receive
the attention it deserves. Those organisations that were smart
While we highlighted the importance of HR’s in relation to
enough to recognise this value and utilise it, are already, and
KM, it is not clear whether HR sufficiently adjusted to this
deserve to be reaping the benefits of their foresight!
role and function, and more importantly, whether it has
enhanced knowledge sharing and enabling in knowledge
organisations. Additionally it may be argued that accepting a
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