Impact of Knowledge Management (KM) on Human Resource Management (HRM) Performance Based on the ACHIEVE Model in Selected Banks of Amman – Jordan

Ghadeer A Khawaldeh

doi:10.5539/ijbm.v15n3p1

Abstract

The purpose of this study is to explore the influence of knowledge management on human resource management performance based on the ACHIEVE model in selected banks of Amman. The population consisted of 43 employees in 4 Jordanian banks. Data was gathered by a questionnaire according to performance factors of ACHIEVE model. To identify and get rid of irrelevant variables, reliability analysis was conducted. The Kolmogorov-Smirnov normality test was used to examine if variables are normally distributed. As the dependent variable being measured is ordinal, the Friedman test was performed. Furthermore, one-sample t-tests were conducted to investigate the influence of KM on HRM performance. In light of results, KM is significantly impact HRM performance. According to ACHIEVE model, Out of 5 factors, 4 of them were affected by KM with varying degrees. The incentive was the highest factor impact of KM, while an environment is the lowest. The research presents managerial guidance for decision making to develop HRM performance factors, in addition to many theoretical and practical implications. In the end, directions for further research are also included.

Highlights

Prompt changes in technology and global competition required further innovation in organizations
The purpose of this study was to investigate the impact of KM on HRM performance
The overall conclusion of this investigation is that KM significantly impacts HRM performance

Summary

Introduction

Prompt changes in technology and global competition required further innovation in organizations. This relies on strengthening employees' capabilities and supplying them with KM support that quickens knowledge processes and improve performance. T has been recognized that knowledge is the primary source of wealth creation, as well as managing that knowledge efficiently and effectively is a major success factor for acquisition with a sustainable competitive advantage for firms (Zaim et al, 2018). Competitive advantage depends on creation, leverage, and a successful application of knowing, knowledge inherent in human origins; effective KM is important element faster and better than competitors (Banerjee, 2013). HRM must be applied to manage human assets by evolving competencies that generate organizational knowledge so as to improve doing and obtain competitive feature (Gope et al, 2018)

Objectives

Results

Conclusion