The Role of Knowledge Management Infrastructure in Enhancing Job Satisfaction at Aqaba Five Star Hotels in Jordan

Ra’Ed Masa’Deh

doi:10.4236/cn.2016.84021

Abstract

The aim of this research is to explore the role of Knowledge Management (KM) infrastructure (organizational culture, organizational structure and information technology) in enhancing job satisfaction at Aqaba five star hotels located in Jordan. A total of 216 questionnaires containing 33 items were used to collect information from the respondents. Multiple regression analysis was conducted to test the research hypotheses. Results of the current study revealed that there is a significant positive impact of KM infrastructure on job satisfaction and these results are in line with the results of the previous studies mentioned in the literature, and also revealed that the dimensions of KM infrastructure that has the highest effect on job satisfaction are organizational culture followed by information technology; whereas the variable of organizational structure has not significant impact on it. Results of T-test showed that there is no significant difference in the impact of KM infrastructure towards job satisfaction in favor of gender. In addition, results of ANOVA test found that there are significant differences in the impact of KM infrastructure on job satisfaction that can be attributed to age, educational level, and personal income.

Highlights

Knowledge is what a knower knows and there is no knowledge without someone knowing it [1]. [2] emphasized that firms consider knowledge to be their most valuable and strategic resource, and confirmed that the more a firm knows about its customers, products, technologies, markets, and their linkages, the better it will perform
The aim of this research is to explore the role of Knowledge Management (KM) infrastructure in enhancing job satisfaction at Aqaba five star hotels located in Jordan
Results of ANOVA test found that there are significant differences in the impact of KM infrastructure on job satisfaction that can be attributed to age, educational level, and personal income

Summary

Introduction

Knowledge is what a knower knows and there is no knowledge without someone knowing it [1]. [2] emphasized that firms consider knowledge to be their most valuable and strategic resource, and confirmed that the more a firm knows about its customers, products, technologies, markets, and their linkages, the better it will perform. [2] emphasized that firms consider knowledge to be their most valuable and strategic resource, and confirmed that the more a firm knows about its customers, products, technologies, markets, and their linkages, the better it will perform. Firms need to manage their knowledge resources more efficiently to enhance performance and produce the biggest payoffs, and to obtain a competitive advantage [3]. Firms are under huge pressure to stay ahead of competitors because of increased adaptability and process speed, as a result of the globalization of the economy. There is increasing awareness of the value of specialized knowledge, as embodied in organizational processes and routines, in coping with the pressure of economic globalization. People are better able to work with and learn from each other as a result of falling cost of networked computing

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