Research: Evaluating Organizational Knowledge Transfer In The IT Industry

Organizations are continuously faced with various challenges. One particular problem is related to the retirement or brain drain of some of their essential human resources resulting in the loss of critical knowledge. Knowledge is regarded as one of the principal sources of innovation for organizations to remain competitive and create sustainable progress. Essential steps for the organization to augment their knowledge base is knowledge integration, knowledge preservation and knowledge utilization (Kabir, 2015). The research will be concluded through the connection of three crucial domains, specifically knowledge management theories, human resource theories, and communication theories. The objective is to develop a new framework or model to include programs and other methods to better prepare organizations for the imminent loss of a company’s critical knowledge value, as well as how best this essential intellectual information can be preserved for the long term sustainability and competitiveness of the corporation. Furthermore, the above will be researched utilizing a triangulated research method by reviewing existing scholarly literature, through the analysis of the company’s information along interviewing of key stakeholders from South Africa, the United Arab Emirates and the United Kingdom.

Research: Workforce Engagement of Generation Z: Multi-generational Management Within Romanian Enterprises

Select academics have acknowledged the conflict between generations and its negative impact on workforce productivity, company progress and overall advancement (Desai & Lele, 2017). However, it is unprecedented for managers to ensure the engagement of as many as four different generations as part of the workforce at the same time (Society for Human Resource Management, 2007). Significant attention has been directed towards engagement, referring to the sense of purpose of employees combined with focused energy displayed through personal initiative, flexibility and sustained effort towards the objectives of the organization or company (Macey et al., 2009). Unrest within the multi-generational workforce that instigates lost knowledge (DeLong, 2004) and produces the lack of emotional paycheck (Siebert, 2006) required by each generation is regarded to be the result of generational dissimilates in values and expectations (Sessa et al., 2007; Twenge, 2010; Kodatt et al., 2009). Yet, the values, expectations and working condition preferences of Generation Z individuals, who are presently penetrating the job market, have not been thoroughly examined.

Article: Development of HRM Appraisal Practice in Saudi Arabia

This study was undertaken with the objective to understand Strategic Human Resource Management (SHRM) practice in domestic enterprises (DEs) and multinational enterprises (MNEs) in the country context of the Kingdom of Saudi Arabia (KSA). The literature suggested that there would be a number of important differences in core HR appraisal practice when it comes to executing these within the domestic and multinational work environment of business enterprise. Four (4) testable hypotheses were drafted after scanning the literature on the subject; these were then put to test with the help of primary data collected from 255 firms, two-thirds of which were DEs whilst the remaining one-third were MNEs. Data that were analyzed with the help of parametric and non-parametric tests revealed several interesting facts. The results confirmed that MNEs followed better HR performance appraisal than DEs, and more structured incentives and rewards system. This is one of a few studies conducted in the context of a non-Western environment and points out a number of policy implications and future avenues of researc

Article: The Value Added Of The Human Resource Function

Today’s human resource management (HRM) function has evolved over the years from a pure administrative function to a more business-oriented strategic partner. Additionally, “there has been a shift in the focus of the workforce from the machine worker of 100 years ago to the knowledge workers of today. It will be up to HR to tap that human capital and unleash its inherent greater value” (Pepitone, 2000). Organizations, their behavior, and employees have changed, which … Read more…