The Effect of Human Resource Management Practice on Sharing Tacit Knowledge of Managers an Applied Study on Misan Center for Cardiac Diseases and Surgery

Abstract

The aim of the research is to identify the impact of human resource management practices used on theexchange of tacit knowledge, which were represented in each of (the practice of recruitment, selection andappointment, training practice, and the practice of motivation). The management of human resources isan effectiveness on which the future strategy of the organization depends, since previous decades, strongcompanies were those companies that possessed machines, technology and materials where the humanelement was insignificant and was treated as machines without taking into account its potential, feelings,development and capabilities, witnessing the economic market An accelerated daily development, and throughthis, the important role played by the human resources department in raising the performance of employeesis evident, as it provides the specialized and efficient human element that affects the organization and itsperformance. The main objective of this research is to indicate the effect of human resource managementpractices on the sharing of implicit knowledge of managers, as well as to explain the importance of implicitknowledge in employee formation in reaching executive positions in a business organization. The topic ofknowledge management has received great attention all over the world by academics, including writers,researchers, and executives from managers and officials, due to the economic and competitive advantagesthis practice achieves, bearing in mind that the most important goal of this research revolves around thebusiness organization. It is one of the most important keys to the success of the organization, and thus itis a source of competitive advantage and its importance is widely accepted at the present time. Therefore,many individuals in executive positions acknowledge that knowledge creation has an important role in theircompanies. The trend towards knowledge management began in the 1990s, when companies are now beingurged to consider knowledge creation as a source of success, because the tremendous benefit that knowledgemanagement promises is innovation.