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Huang, KeKe (2007) Human Resource Management & Knowledge-Based Management -- A study of HR practices in performance-related knowledge management. [Dissertation (University of Nottingham only)] (Unpublished)

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Abstract

Human resource management has increasingly become to a significant part of organizational management. The existing literatures related to Strategic HRM currently are closely referred to the resource-based view of the firm to explain and analyze the correlation between human capital and the sustention of competitive advantage. In view of resource-based development under the competitive dynamic environment, the economy has changed from the product-based to mainly knowledge-based. Knowledge-related resource has become to one of the key source in managerial strategy and significantly influences organizations productivity and business performance. Accordingly, knowledge and knowledge workers are highly required by organizations to abreast with the rapid innovation of information technology. Effective knowledge management together with strategic HR practices therefore assists organizations to enhance ability to achieve expected business performance.

HR practices in the way of knowledge-based management in this study is related to the adoption of recruitment and selection, training and development, career planning and retention, knowledge sharing, and motivation for work performance. The aims and objectives of this study, consequently, are firstly via a methodic literature review to understand the general theories and perspectives of HRM, knowledge management, the implementation of HR practices, and the adoption of HRM in Chinese enterprises. Furthermore, primary research via interviews of three Chinese knowledge-intensive enterprises mainly focus on investigating and analyzing how HR managers use such practices to manage knowledge workers, and how knowledge workers respond organizational management, based on existing theories and conceptions. From this study, in view of the phenomenon of developing human resource in order for competitive advantage and business performance, organizations in China increasingly become conscious of the importance of HRM. The use of HR practices based on Chinese enterprises particular cultures and business strategies, however, is essentially different from the general conceptions and practices in Western organizations.

Item Type:	Dissertation (University of Nottingham only)
Keywords:	HRM,Human Research Management,knowledge management
Depositing User:	EP, Services
Date Deposited:	06 Mar 2008
Last Modified:	02 Feb 2018 16:12
URI:	https://eprints.nottingham.ac.uk/id/eprint/21068

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