Impact of Knowledge-based HRM Practices on Knowledge Management Effectiveness An Empirical Study of Doctors’ Perceptions

Abstract

In any organization, knowledge is considered as an invaluable asset and the employees are only source of knowledge. Human Resource Management (HRM) practices are essential for attracting, developing, motivating and retaining the employees whereas Knowledge Management (KM) practices are essential for acquiring, disseminating, retaining and reusing knowledge of employees. This study explores the HRM practices that enhance knowledge flow in the organization (‘knowledge-based’ HRM practices) and the elements of KM effectiveness. The purpose of the study is to ascertain the impact of knowledge-based HRM practices on KM effectiveness of doctors. The study was conducted in hospitals where the doctors’ knowledge is crucial for effective healthcare delivery. Data was collected from the doctors working in multi-specialty hospitals. The results revealed the positive relationship between knowledge-based HRM practices and KM effectiveness of doctors. It also highlighted the Mentoring and Rewards & Recognition practices for improving KM effectiveness of doctors. This study enriches the existing KM literature and enables HR Managers for contributing to the KM implementation in hospitals. The findings shed some light on linking HRM & KM in hospitals.